El sector back office ha tomado cada vez mayor posicionamiento en el mercado a través de los años, ya que los servicios que ofrecen a las empresas, les permite contar con una mayor flexibilidad tanto en costos como en tiempo. Así mismo, brinda recursos claves fundamentales para que se logre una buena rentabilidad en la organización; en específico, la gran razón por la que los grandes grupos empresariales han decidido establecer una empresa de servicios back office para centralizar los procesos, es porque disminuyen los intermediarios de manera que la administración de la empresa se vuelva más simplificada. La Corporación de Servicios Grupo Romero es una de las empresas pioneras en este modelo de servicio de back office, y fue creada con el fin de que las empresas del grupo se enfoquen en las actividades que generen valor y puedan conseguir ventaja competitiva en el mercado. De esta manera, se logra la sinergia de todos los procesos de apoyo al negocio en una sola empresa. En el presente trabajo, buscaremos determinar el impacto de los beneficios monetarios y no monetarios en el desempeño de los colaboradores; es decir, analizar y evaluar cómo influyen estos aspectos en el colaborador, ya que el desempeño laboral es el resultado de cómo se sienten los colaboradores en la organización y lo que implica pertenecer a ese espacio. La gran relación que tienen con las compensaciones que brinda el empleador con el desempeño y la consiguiente productividad es considerada estratégica para la organización. / The back office sector has taken more and more position in the market over the years, since the services offered to companies, allows them to have greater flexibility both in costs and time. Likewise, it provides key key resources for a good profitability to be achieved in the organization; specifically, the great reason why large business groups have decided to establish a back office service company to centralize processes, is because intermediaries decrease so that the management of the company becomes more simplified. The Grupo Romero Services Corporation is one of the pioneering companies in this back office service model, and was created with the aim of focusing group companies on activities that generate value and can achieve a competitive advantage in the market. In this way, the synergy of all business support processes in a single company is achieved. In the present work, we will seek to determine the impact of monetary and non-monetary benefits on the performance of employees; that is, analyze and evaluate how these aspects influence the collaborator, since the work performance is the result of how the employees feel in the organization and what it means to belong to that space. The great relationship that they have with the compensations that the employer offers with the performance and the consequent productivity is considered strategic for the organization. / Tesis

<p>Denna studies syfte är att synliggöra vilket förändringsarbete som sker inom den kommunala verksamheten när organisationer går från en hieraktiskt organisationsstruktur till en processinriktidad organisation. Studien genomfördes i en svensk kommun och fallstudie användes som metod. Den data som samlades in bestod av intervjuer av individer involverade i projektet, dokumentation och egna observationer. Analysen som gjordes på fallstudien utgick från fyra olika förändringsperspektiv. Genom perspektiven kan djupare förståelse skapas för det som händer i en organisation i förändring. Enligt studien ses förändringen som någonting positivt, men nya organisatoriska hinder uppstod till följd av det nya samarbetet. Bland annat strukturella problem på hur de olika organisationerna ska vara fristående men ändå samarbetande. Studien visar på att betrakta orgranisationen ur flera perspektiv kan ge djupare förståelse av vilka effekter det får på organisationen. Bland annat kan samma situation uttrycka sig annorlunda beroende från vilket perspektiv som betraktras. Vår slutsats är att kommunal verksamhet är komplex och mycket svår att förstå. Avtal mellan kundtjänst och förvalting kan ses som enkla instruktioner till kundtjänstpersonalen. Genom flerperspektivanalys kan dessa instruktioner få en ny innebörd och visa på oförutsedda effekter för hela organisationen.</p>

Many organizations within service industries such as government agencies, banking, healthcare, and healthcare decide to structure their business with the back office – front office design; in this setting the back office handles tasks not involving the customer, while front office involves those activities that deal with the customer through some form of contact or receive input from them. When the time comes than an organization wishes to improve the back office area and achieve enhanced efficiency, and speed; it is commonly suggested that outsourcing will help introduce the intended gains. However, outsourcing is not always the right option for an organization, depending on the activities the back office performs and the organization’s size might not make it a supreme candidate for this. It is at this point that the organizations are left standing in the cold as no alternatives are suggested; therefore creating a push towards outsourcing that might end unsuccessfully. This thesis work focused on reviewing organizational design theories and proven keys of back office improvement to establish a basic set of guidelines which will help introduce improvement in a back office area as an attempt to provide an alternative outsourcing. The methodology consisted of a case study performed at a Swedish Mobile VoIP provide, as a complement both literature review and interviews were performed to help gather information. Literature review was mainly focused on getting the background and current state of the problem identified; the validity of using the guidelines were confirmed through a first set of interviews held at the organization. The resulting guidelines take back office configuration and design together with improvement opportunities, all points lead to finding that they can be mapped together. This combination is both effective for improvement and revisiting organizational design. The produced guidelines are as follows: 1. Reduce – definition of back office and back office activities (remove unnecessary activities or lessen their demand); 2. Redesign – decoupling decisions (activities kept in the back office should be broken into separate tasks only if results are not compromised, eliminating unnecessary interdependencies); and 3. Restructure – organizational arrangements (changes in physical placement can improve knowledge sharing and support an open communication). The results of implementing such guidelines were evaluated through a second set of interviews which were also held at the selected organization. The final evaluation of changes within the organization concluded in positive effects as was intended. Further work in the area is needed to help define a more complete and detailed set of guidelines, the ones resulting from this thesis work surely serve as a foundation.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-11-06T12:10:46Z No. of bitstreams: 1 Cléber Alexandre Agazzi_.pdf: 3762662 bytes, checksum: 0f34e06d7787ebe4575c698c49267877 (MD5) / Made available in DSpace on 2018-11-06T12:10:46Z (GMT). No. of bitstreams: 1 Cléber Alexandre Agazzi_.pdf: 3762662 bytes, checksum: 0f34e06d7787ebe4575c698c49267877 (MD5) Previous issue date: 2018-08-29 / SICREDI- Sistema de Crédito Cooperativo / A estratégia de centralização de serviços vem sendo adotada por muitas empresas como forma de organizar as atividades de back office, buscando pela redução de custos e melhoria de eficiência das operações. Essa estratégia de centralização pode seguir diferentes trajetórias, as quais variam em grau de consolidação. Seguir caminhos que levam a um nível menor de consolidação faz com que não se usufrua dos benefícios máximos do ganho de escala, um dos principais fatores para uma estratégia de eficiência em custo. Nesse sentido, o presente estudo busca compreender por que, em um sistema de cooperativas de crédito, algumas cooperativas optam por desenvolver estruturas locais para centralização de serviços, ao invés de utilizar a estrutura do centro de serviços compartilhados disponível para todo o sistema através de sua confederação, abdicando em parte dos ganhos de escala. Em caráter qualitativo-descritivo, através do estudo de caso, foram entrevistados executivos das cooperativas e da confederação e, após a análise de conteúdo, foi possível demonstrar que há racionalidade na estratégia adotada pelas cooperativas, uma vez que modelos encontrados durante a fase de revisão de literatura podem suportar essa afirmação. Além do tema central de estudo, a revisão de literatura abordou temas relacionados ao contexto em que a organização objeto do estudo está inserida, o que auxiliou na compreensão e revelou alguns fatores distintivos desse tipo de organização, os quais também geram influência sobre o cenário. Sob a perspectiva acadêmica, o estudo preenche lacunas de pesquisa quando aplica um modelo de análise desenvolvido em outro país em uma empresa privada no Brasil. Já no âmbito gerencial, fornece informações importantes e apresenta uma ferramenta que pode ser utilizada em definições estratégicas sobre centralização de serviços. / Many companies have adopted a strategy of centralized services as a way of organizing back office activities, seeking a reduction of costs and improving the overall efficiency of operations. This strategy of centralization can follow different trajectories, which vary in degree of consolidation. Following paths that lead to a lower level of consolidation means that one cannot sow the maximum gains of scale, one of the main factors of a cost efficient strategy. In this sense, the present study seeks to comprehend why, in a system of credit unions, some credit unions choose to develop local structures in order to centralize services, instead of using the structure of the shared service center (SSC) available to all the system through it’s “confederation”, abdicating in part in gains related to scale. By using a descriptive qualitative case study, executives of credit unions and of the “confederation” were interviewed and, after analyzing this content, it was possible to demonstrate that there is rationality behind the strategy adopted by the credit unions, taking into consideration that models found during the bibliographical review can support this statement. Beyond the central theme of the study, the bibliographical review addressed themes related to the context in which the object organization is inserted, which aided in the comprehension and revealed some distinct factors of this type of organization, which also influenced the scenario. Within an academic perspective, the study fills gaps of research when applying a model of analysis, developed in another country, to a private company in Brazil. In an overall perspective, the study provides important information and presents a tool that can be used in strategic definitions about centralizing services.

Knowledge integration is rather a new and not fully explored  concept in  business management. However there are many scholars, who have  researched knowledge integration in recent decades. This thesis is conducted in order to draw attention towards knowledge integration and its processual phenomena. Moreover, some scholars have mentioned that knowledge integration is dynamic. The dynamics of knowledge integration lead to the fact that the actual knowledge integration process is also dynamic and constituted of performance practices, while being dependent on different factors and conditions. In further understanding, knowledge ingratiation process cannot be implemented in a straight forward lineal fashion. For this reason it changes during the time of the knowledge integration project implementation. The interest of this research is to find out how does the knowledge integration process change during the evolution ofproject. For this purpose, we have researched a real company’s project, the objective of which is to reach the knowledge integration amongst different back office teams in a newly established Shared Service Centre (SSC). The study led us through the discovery of different aspects of knowledge integration process, including challenges that occur during its implementation and mechanisms that are adopted as the project evolves. The analysis of existent theory and practical interpretation of the company’s project allowed us to conduct a visualization of the change of knowledge integration process. This visualization summarizes the occurrence of knowledge integration challenges, which call the company management to alternate different performance practices in combination with the use of practice-based coordination’s. In this essence it becomes visible, that as project evolves, the process of knowledge integration adopts a non-lineal progression. This in later perspective builds a reason to argue that the more knowledge is integrated more challenges occur in this integration process and as a result more mechanism are needed to be adopted to sustain successful knowledge integration in the project.

Made available in DSpace on 2016-04-25T16:44:19Z (GMT). No. of bitstreams: 1 Susan de Faria.pdf: 931634 bytes, checksum: ec8bf408ea1dab679685363fd10b330c (MD5) Previous issue date: 2011-05-11 / The objective of this presentation is to provide a venue for the dissemination of knowledge in the operational capital market s area, known as Back Office . The Back Offices are customary in financial institutions and act as custodians or managers of Investment Funds. The purpose of the study is to find a solution to the problem experienced in this area every time an experienced employee and knowledge holder leaves the institution with no one ready for immediate replacement. The turn-over , a term used to explain the loss and replacement of these personnel, occurs frequently, exposing the institution to the risk of knowledge loss. The transmission of this valuable knowledge from one employee to another is an essential factor to lower operational risk and increase the competitive advantage of both the institution and its professionals. In order to accomplish this task, it was necessary to revitalize the importance of Knowledge Management and Organizational Learning as an example of knowledge´s dissemination as well as process continuity. Knowledge Management and Organizational Learning used the Derivative instruments due to the degree of diversity and complexity of its models and also due to the challenges posed by the last economic crisis in 2008 in which many people were questioning what Instruments Derivative was after all. After extensive bibliographical research done based on the principles from both theories, Knowledge Management and Derivatives, was found to be the main derivative instruments traded in the market. For this reason, it was selected as the model for the knowledge s dissemination plan which is broken down in three steps: 1- Identification of the critical areas where people work with those assets; 2- Knowledge mapping to establish who currently has the knowledge and who needs additional training; 3- Dissemination of the knowledge among the people in the Back Office area. This model is simple, practical and does not require additional cost. The model uses current institution´s resources to train different teams in the performance of its duties. The implementation of this program will help to lessen the previous impact caused to the institution by the loss of trained professionals / Esta dissertação de característica descritiva tem a proposta de apresentar um caminho para contribuir com a disseminação do conhecimento na área operacional de mercados de capitais, conhecida como Back Office, comum nas instituições financeiras que atuam como custodiantes ou gestoras de fundos de investimentos. O motivo do estudo foi o problema que se instala nessa área, toda vez que um funcionário experiente e detentor de conhecimentos deixa a instituição, sem que haja alguém preparado para substituí-lo de imediato. O turnover, termo usado para explicar a rotatividade dessas pessoas, ocorre com frequência, expondo a instituição ao risco de perda do conhecimento, fator essencial que contribui para diminuir o risco operacional e aumentar a vantagem competitiva, tanto da instituição como de seus profissionais. Portanto, para a realização do trabalho foi preciso resgatar a importância da Gestão do Conhecimento e Aprendizado Organizacional. Como exemplo de disseminação do conhecimento e continuidade do processo, foram usados os Instrumentos Derivativos, pelo grau de diversidade e complexidade de seus modelos e também pela exposição em que se encontraram, sobretudo depois da última crise econômica que veio à tona em 2008, levando as pessoas a questionarem, o que são, afinal, os instrumentos Derivativos? Após revisão bibliográfica com base nos princípios que abordam as teorias, Gestão do Conhecimento e Derivativos, foram descritos os principais instrumentos Derivativos negociados no mercado e, em seguida, apresentado o modelo adotado para disseminação, que ocorreu em três etapas: 1- Identificação dos setores da área que trabalham com esses ativos; 2- Mapeamento do conhecimento já adquirido e as necessidades de melhorias; 3- Disseminação do conhecimento entre as pessoas que integram a área Back Office. Um modelo simples e prático, que não demanda custos, pois utiliza recursos da própria instituição, que pode auxiliar na capacitação das equipes para realização de suas atividades e fazer com que a instituição não sofra tanto impacto ao perder um profissional treinado

Denna studies syfte är att synliggöra vilket förändringsarbete som sker inom den kommunala verksamheten när organisationer går från en hieraktiskt organisationsstruktur till en processinriktidad organisation. Studien genomfördes i en svensk kommun och fallstudie användes som metod. Den data som samlades in bestod av intervjuer av individer involverade i projektet, dokumentation och egna observationer. Analysen som gjordes på fallstudien utgick från fyra olika förändringsperspektiv. Genom perspektiven kan djupare förståelse skapas för det som händer i en organisation i förändring. Enligt studien ses förändringen som någonting positivt, men nya organisatoriska hinder uppstod till följd av det nya samarbetet. Bland annat strukturella problem på hur de olika organisationerna ska vara fristående men ändå samarbetande. Studien visar på att betrakta orgranisationen ur flera perspektiv kan ge djupare förståelse av vilka effekter det får på organisationen. Bland annat kan samma situation uttrycka sig annorlunda beroende från vilket perspektiv som betraktras. Vår slutsats är att kommunal verksamhet är komplex och mycket svår att förstå. Avtal mellan kundtjänst och förvalting kan ses som enkla instruktioner till kundtjänstpersonalen. Genom flerperspektivanalys kan dessa instruktioner få en ny innebörd och visa på oförutsedda effekter för hela organisationen.

If P&amp;C Insurance Company faces a challenge when their treasury system needs a new interface to a software as a service application. They need a suggestion for configuration for how the system and the application can work together. The work presented in this report is a suggestion for how you can make business configuration of an IT-based Treasury System in general. The exact configuration for the case received from If is presented as a separate report, found in Appendix A and is called the If-report. The If-report presents the suggested technical set-up of the configuration. It is not company specific but system and application specific. The work made in that report will be a standard in future version of the treasury system. The work made in this report is presented to the Royal Institute of Technology and can work as an example of how to approach a business configuration that needs to be done in an IT-based Treasury System.

Processos de backoffice apresentam um grande impacto nos custos de uma empresa. Centros de Serviço Compartilhados têm sido implementados a fim de controlar e melhorar tais processos. O lean, por sua vez, tem em comum com os CSC o objetivo de trazer excelência a processos. Uma análise da literatura indica haver sinergia entre os métodos e que as ferramentas lean possam promover melhorias que a implantação exclusiva de um CSC não tenha atingido. O objetivo deste trabalho é implantar princípios e ferramentas lean visando a busca de excelência em processos de backoffice, que pertençam a um CSC maduro. Para analisar essa possibilidade foi realizado um estudo de caso em empresa do ramo metalúrgico que já dispõe de um CSC considerado maduro em pesquisas de benchmarking na área. Foram implementados: um estudo de estabilidade e capacidade, posteriormente a prática de gerenciamento diário para implementação de melhorias, ocorrendo coleta de dados qualitativa e quantitativa para avaliação dos seus impactos. Por fim, um questionário foi aplicado para detectar a percepção dos colaboradores a respeito das mudanças obtidas com as ferramentas. Os resultados indicaram que mesmo em um CSC já completamente implantado, havia instabilidade e incapacidade nos processos, detectadas através do estudo de capacidade e estabilidade que são usadas na metodologia Lean. Em relação à utilização de gerenciamento diário, agregado à gestão visual, observou-se ser a abordagem que possibilitaria melhores resultados Em uma pesquisa realizada com todos os níveis hierárquicos envolvidos, que comparava o cenário anterior às ferramentas, um mês após a implantação e a expectativa para o cenário em um ano, foi possível comprovar que 64% dos princípios Lean apresentados por Liker (2005) foram melhorados no primeiro mês e que existe uma expectativa de melhorar 95% dos princípios Lean e das funções da comunicação no próximo um ano com os estudos de capacidade/estabilidade e gerenciamento diário. Observou-se que, enquanto os estudos de capacidade e estabilidade detectam as falhas, o gerenciamento diário permite operacionalizar as mudanças, ao mesmo tempo em que reforça os princípios lean. Embora não possam ser generalizáveis os resultados obtidos, pode-se dizer que neste estudo foi possível atingir melhores níveis de desempenho dos processos de um CSC maduro utilizando ferramentas lean, confirmando a hipótese inicial. / Backoffice processes have a high impact on the costs of a company. Shared Service Centers (SSC) has been implemented in order to control and improve these processes. The lean methodology, in turn, has in common with the SSC the aim to bring excellence to processes. A literature review indicates that there is synergy between the methods and the lean tools can make improvements that exclusive implementation of a CSC has not reached. The aim of this study is to implement lean principles and tools aimed at the pursuit of excellence in backoffice processes, belonging to a mature SSC. To test the initial hypothesis it was conducted a case study in a metal industry that already has a mature SSC. It was implemented: stability and capacity analysis and the practice of daily management to implement improvements, occurring qualitative and quantitative data collection to assess its impact. Finally, a questionnaire was applied to detect the perception of employees about the changes obtained with the tools. The results indicated that even in a SSC already fully deployed, there is instability and failure in processes, detected by stability and capacity analysis that are used in lean methodology. Regarding the use of daily management, added to the visual management, was noted to be the approach would enable better results In a survey of all levels involved, which compared the previous scenario before the tools, one month after implantation and the expectation for the scenario in a year, it was possible to prove that 64% of the lean principles have been improved in the first month and it is expected to improve 95% of the lean principles and communication functions in one year with stability and capacity analysis and daily management. It was observed that, while the stability and capacity analysis detect faults, the daily management enables operational changes at the same time that increases lean principles perception. Although the results obtained may not be generalizable, it can be said that in this study it was possible to achieve better performance levels of processes of a mature CSC using lean tools, confirming the initial hypothesis.

Processos de backoffice apresentam um grande impacto nos custos de uma empresa. Centros de Serviço Compartilhados têm sido implementados a fim de controlar e melhorar tais processos. O lean, por sua vez, tem em comum com os CSC o objetivo de trazer excelência a processos. Uma análise da literatura indica haver sinergia entre os métodos e que as ferramentas lean possam promover melhorias que a implantação exclusiva de um CSC não tenha atingido. O objetivo deste trabalho é implantar princípios e ferramentas lean visando a busca de excelência em processos de backoffice, que pertençam a um CSC maduro. Para analisar essa possibilidade foi realizado um estudo de caso em empresa do ramo metalúrgico que já dispõe de um CSC considerado maduro em pesquisas de benchmarking na área. Foram implementados: um estudo de estabilidade e capacidade, posteriormente a prática de gerenciamento diário para implementação de melhorias, ocorrendo coleta de dados qualitativa e quantitativa para avaliação dos seus impactos. Por fim, um questionário foi aplicado para detectar a percepção dos colaboradores a respeito das mudanças obtidas com as ferramentas. Os resultados indicaram que mesmo em um CSC já completamente implantado, havia instabilidade e incapacidade nos processos, detectadas através do estudo de capacidade e estabilidade que são usadas na metodologia Lean. Em relação à utilização de gerenciamento diário, agregado à gestão visual, observou-se ser a abordagem que possibilitaria melhores resultados Em uma pesquisa realizada com todos os níveis hierárquicos envolvidos, que comparava o cenário anterior às ferramentas, um mês após a implantação e a expectativa para o cenário em um ano, foi possível comprovar que 64% dos princípios Lean apresentados por Liker (2005) foram melhorados no primeiro mês e que existe uma expectativa de melhorar 95% dos princípios Lean e das funções da comunicação no próximo um ano com os estudos de capacidade/estabilidade e gerenciamento diário. Observou-se que, enquanto os estudos de capacidade e estabilidade detectam as falhas, o gerenciamento diário permite operacionalizar as mudanças, ao mesmo tempo em que reforça os princípios lean. Embora não possam ser generalizáveis os resultados obtidos, pode-se dizer que neste estudo foi possível atingir melhores níveis de desempenho dos processos de um CSC maduro utilizando ferramentas lean, confirmando a hipótese inicial. / Backoffice processes have a high impact on the costs of a company. Shared Service Centers (SSC) has been implemented in order to control and improve these processes. The lean methodology, in turn, has in common with the SSC the aim to bring excellence to processes. A literature review indicates that there is synergy between the methods and the lean tools can make improvements that exclusive implementation of a CSC has not reached. The aim of this study is to implement lean principles and tools aimed at the pursuit of excellence in backoffice processes, belonging to a mature SSC. To test the initial hypothesis it was conducted a case study in a metal industry that already has a mature SSC. It was implemented: stability and capacity analysis and the practice of daily management to implement improvements, occurring qualitative and quantitative data collection to assess its impact. Finally, a questionnaire was applied to detect the perception of employees about the changes obtained with the tools. The results indicated that even in a SSC already fully deployed, there is instability and failure in processes, detected by stability and capacity analysis that are used in lean methodology. Regarding the use of daily management, added to the visual management, was noted to be the approach would enable better results In a survey of all levels involved, which compared the previous scenario before the tools, one month after implantation and the expectation for the scenario in a year, it was possible to prove that 64% of the lean principles have been improved in the first month and it is expected to improve 95% of the lean principles and communication functions in one year with stability and capacity analysis and daily management. It was observed that, while the stability and capacity analysis detect faults, the daily management enables operational changes at the same time that increases lean principles perception. Although the results obtained may not be generalizable, it can be said that in this study it was possible to achieve better performance levels of processes of a mature CSC using lean tools, confirming the initial hypothesis.