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.

Inom området hållbarhetsledning så finns det många verktyg som har utvecklats för att hjälpa företag att adressera och hantera olika delar av hållbarhet. Mängden verktyg som finns tillgängliga innebär att det är en utmaning i sig att välja det bästa möjliga verktyget för ett givet företag. För små och medelstora företag finns ytterligare svårigheter inom de flesta delar av hållbarhetsledning, framför allt på grund av begränsade resurser. En av dessa utmaningar är att hitta och implementera lämpliga och användbara hållbarhetsledningsverktyg. Många hållbarhetsledningsverktyg fokuserar på olika områden av hållbarhet, indelade i indikatorer. Olika industrier har olika verktyg som är utvecklade för och passar dem, och lägger olika vikt vid indikatorer baserat på vilken påverkan industrin har inom hållbarhetsområdet. Utöver detta har företag olika krav på hållbarhetsledningsverktyg, baserat på deras unika omständigheter, påverkan, resurser och existerade hållbarhetsarbete. En metod för att hantera valet av verktyg är därför att matcha verktyg och företag baserat på indikatorer och faktorerna beskrivna ovan. Detta projekt försöker förenkla processen att välja verktyg genom att skapa en strukturerad modell för urvalsprocessen, baserad på hållbarhetsindikatorer, och att testa den genom att skapa en verktygslåda med kombinationer av verktyg för två fallstudieföretag. Verktygslådan framtagen i projektet innehåller verktyg företaget använder i nuläget, verktyg som föreslås som komplement, och verktyg som är onödiga att fokusera på då använda verktyg täcker ekvivalenta indikatorer. I det här projektet utfördes två jämförande kartläggningar av verktyg och indikatorer för att testa modellen. Detta baserades på information om verktyg och vilka indikatorer de täcker, tillsammans med information om nuläge och hållbarhetsarbete hos två medelstora svenska företag. De båda företagen är Houdini, som arbetar med produktion och försäljning av kläder, och Jämtkraft, från energisektorn. Den utvecklade modellen kunde användas för att generera förslag på verktygslådor för de båda fallen. Dock visade dessa verktygslådor även modellens begränsningar och brister, såsom exkluderingen av verktyg som inte använder indikatorer, och antagandena att verktygen passar medelstora företag lika bra och producerar lika bra resultat om de täcker samma indikatorer. Projektets slutsats är därför att det är möjligt att använda den här modellen för att välja verktyg baserat på indikatorer, men dess användning begränsas av vad som exkluderas. Dock bör fortsatt vidareutveckling av modellen kunna lösa dessa problem. / Within sustainability management, there are several sustainability management tools which have been developed to help companies address disparate aspects of sustainability. This multitude of options means that selecting the best possible tool for companies is a challenge in and of itself. In the case of small- and medium sized companies, there are additional difficulties in regard to most aspects of sustainability management, primarily due to a lack of resources. Among these challenges are finding and implementing suitable and useful sustainability management tools. This project attempts to simplify the tool selection process, by creating a structured tool selection model based on sustainability key performance indicators. A large number of sustainability management tools are focused on different areas of sustainability, often divided into some form of indicators. Different industries have different tools available and suitable for them, and different priorities among sustainability performance indicators, based on which impacts and effects the industry has on sustainability. Individual companies have differing requirements on sustainability management tools as well, based on unique circumstances, impacts, available resources, and existing sustainability measures. One way to handle tool selection is thus to match tools to companies, based on indicators and the factors described above. The intention for this project is to create a model for simplifying tool selection, and to test it by creating suggested combination of tools, a “toolbox”, to use for two case companies. The toolbox includes which tools are currently used, suggestions for which additional tools should be implemented to cover indicator gaps, and which tools are unnecessary to focus on, since used tools cover equivalent indicators. In this project, two mappings of tools and indicators were performed to test the model. This was based on information gathered about the tools and which indicators they cover, combined with information about the conditions and sustainability work from two Swedish medium sized companies. The selected companies were Houdini, from the Swedish clothing retail industry, and Jämtkraft, from the Swedish energy sector. The model can be used to generate toolbox suggestion for these cases. However, there are several limitations to this model, such as the exclusion of non-indicator focused tools, and the assumptions that these sustainability tools produce equal results and are useful for medium sized companies. The conclusion is reached that a decision-making process based on indicators is possible, but there are several important considerations not included within this specific model which limits its potential use. Further development of this model can be done to remedy these shortcomings.

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.