International Telemetering Conference Proceedings / October 20-23, 2003 / Riviera Hotel and Convention Center, Las Vegas, Nevada / The Consultative Committee for Space Data Systems (CCSDS) is developing standards for the interface through which spaceflight mission managers request tracking, telemetry, and command (TT&C) and Space Link Extension (SLE) services from TT&C ground stations and networks. The standards are intended for use not just by the spaceflight projects and networks operated by the CCSDS member agencies, but also by commercial networks and networks operated by other governmental agencies. As part of the process of developing the standards, several prototypes are under development. This paper presents a summary status of both the emerging service request standards and the prototypes that implement them.

Thesis (M.Tech.: Entrepreneurship)-Dept. of Entrepreneurial Studies, Durban Institute of Technology, 2004 xiv, 91 leaves / The study examines the perceptions of lecturers and students on integrating entrepreneurship training and education in the academic programme Food and Beverage Management in the Eastern Cape Technikon. The study aims to integrate entrepreneurship training and education in the academic programme, Food and Beverage Management and to promote the concept with the students in the early stages of their studies.

Thesis (PhD)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The importance of strategy execution to achieve organisational objectives is increasingly recognised. However, successful execution seems to remain problematic, not only in government, but also in the business world today. Because of the gap between strategy planning and execution, the required benefits stated in this planning are seldom realised. The consistent and generally poor execution of strategic plans in the public sector leads to poor service delivery. The objective of the research was to develop, test and further improve a conceptual model that can specifically be applied in public sector organisations (PSOs) to help close their strategy execution gap. According to the research hypothesis, strategy execution will significantly improve by using a simplified, dynamically integrated conceptual model as guide in tailoring strategy execution in each PSO. The qualitative Participative Action Research (PAR) methodology was used based on case studies in Namibia, including ministries, state-owned enterprises and local authorities. The literature gap was found to be the limited number of resources addressing strategy execution in the public sector and the limited number of sources presenting a multi-disciplinary or integrated model involving the whole organisation. Based on previous literature reviews and experience, the researcher developed his first conceptual model in 2006. After the development of four more models, the final MERIL-DE Model was arrived at in 2014 as conceptual model to help close the strategy execution gap in the public sector. Additional literature review and analysis of the public sector context, supported by ten case studies in Namibia over the eight year period (2006–2013), led to the MERIL-DE Model containing and integrating the nine vital strategy execution components. These are as follows: 1) Leadership, 2) Strategic Planning, 3) Project Management, 4) Alignment (with organisational elements), 5) Performance Management (containing the MERIL elements Measure, Evaluate, Report, Improve and Learn), 6) Drive (mostly internal motivation), 7) Engagement (through dialogue), 8) Risk Management and 9) Stakeholder Management. The first seven components were identified through literature review and the last two from considering the unique public sector context. Features of the model include the critical role of leadership, the need to clearly link strategy and projects, the important role of project management, the shorter review periods for both strategic and project plans, the need for an institutionalised quarterly strategy execution cycle and importance of engagement and motivated workforce. The MERIL-DE Model shows the need to build adaptive and sustainable organisations in a complex and challenging public sector. The conventional plan-and-execute processes have to be complemented by sense-and-respond capabilities through a system of Measure, Evaluate, Report, Improve and Learn – linked to Drive and Engagement – in which components are dynamically integrated. Each PSO, however, needs to develop its own unique or tailor-made MERIL-DE model. This tailored model is referred to as the “Stratex Car” to be designed and built by each PSO, considering its own unique conditions. The Strategy Execution Framework (SAF) is presented as tool to assess the strength of each MERIL-DE component with the Total Strategy Execution Capacity (TSEC) to determine the total capacity of the PSO to execute its strategy. It is believed that the use and application of the MERIL-DE Model will significantly contribute to close the strategy execution gap present in the public sector, not only in Southern Africa, but worldwide – to see governments and public organisations deliver real beneficial public service. Monitored application of this model will be valuable for future research towards the ongoing closing of the strategy execution gap. / AFRIKAANSE OPSOMMING: Daar word toenemend ag geslaan op die belangrikheid van strategie-uitoefening om organisatoriese mikpunte te bereik. Suksesvolle uitoefening blyk egter problematies te bly, nié net in die regering nie, maar ook in vandag se besigheidswêreld. Weens die gaping tussen strategie-beplanning en -uitoefening word die voordele wat in die beplanning uiteengesit word selde ’n realiteit. Die konstante en oor die algemeen swak uitoefening van strategiese beplanning in die openbare sektor lei tot swak dienslewering. Die doel met die navorsing was om ’n begripsmodel wat spesifiek in publieke sektororganisasies (PSOs) toegepas kan word, te ontwikkel, te toets en te verbeter om die gaping in strategie-uitoefening te oorbrug. Volgens die navorsingshipotese sal strategie-uitoefening kenmerkend verbeter deur ’n vereenvoudigde, dinamies-geïntegreerde begripsprosesmodel te gebruik wat die strategie-uitoefening in elke staatsonderneming aanpas. Die kwalitatiewe deelnemer-aksie-navorsingsmetodologie (Participative Action Research) is in gevallestudies in Namibië toegepas, insluitende ministeries, staatsondernemings en plaaslike owerhede. Die gaping in die literatuur het geblyk die beperkte hoeveelheid hulpbronne te wees wat strategie-uitoefening in die openbare sektor en die beperkte hoeveelheid bronne wat ’n multidissplinêre of geïntegreerde model wat die hele organisasie betrek, aanspreek. Die navorser het in 2006 sy eerste begripsmodel ontwikkel wat op vorige literatuuroorsigte en ervaring gegrond was. Na die ontwikkeling van nóg vier modelle het die finale MERIL-DE-model in 2014 as begripsprosesmodel onstaan om die gaping in strategie-uitoefening in die openbare sektor die hoof te help bied. Addisionele literatuurstudie en -analise van die openbare sektorkonteks, ondersteun deur die tien gevallestudies in Namibië oor die agtjaarperiode (2006– 2013), het gelei tot die insluiting en integrasie van die nege strategie-uitoefeningskomponente in die MERIL-DE-model. Hierdie komponente is soos volg: 1) Leierskap, 2) Strategiese Beplanning, 3) Projekbestuur, 4) Belyning (met organisatoriese elemente), 5) Prestasiebestuur, 6) Dryfkrag (meestal interne motivering), 7) Betrokkenheid (deur dialoog), 8) Risikobestuur en 9) Belanghebberbestuur. Die eerste sewe komponente is deur literatuurstudie geïdentifiseer en die laaste twee deur die unieke konteks van die openbare sektor in ag te neem. Eienskappe van die model sluit in die kritiese rol van leierskap, die behoefte om strategieë en projekte duidelik te verbind, die belangrike rol van projekbestuur, die korter oorsigperiodes vir beide strategie- en projekplanne, die behoefte aan ’n geïnstitusionaliseerde kwartaallikse strategie-uitoefeningsiklus en die belangrikheid van betrokkenheid en gemotiveerde diensnemers. Die MERIL-DE-model wys die behoefte om aanpasbare en onderhoubare organisasies in ’n komplekse en uitdagende openbare sektor uit. Die konvensionele beplan-enuitoefenprosesse moet deur waarneem-en-reageervermoëns gekomplementeer word deur ’n stelsel van Meet, Evalueer, Rapporteer, Verbeter/ ”Improve” en Leer – verbind met Dryfkrag en Betrokkenheid/ ”Engagement” (MERIL-DE) – waarin komponente dinamies geïntegreer is. Elke PSO moet egter sy eie unieke MERIL-DE-model ontwikkel. Hierdie situasie-aangepaste model staan bekend as die “Stratex Car” wat deur elke PSO ontwerp en gebou moet word deur hul eie unieke toestande in ag te neem. Die Strategie-uitoefeningsraamwerk (sg. SAF) word as hulpmiddel voorgestel om die gehalte van elke ‘MERIL-DE’-komponent na te gaan te bepaal met die Totale Strategie-uitoefeningskapasiteit (sg. TSEC) om die totale kapasiteit van die PSO te bereken vir die uitoefening van sy strategie. Dit word verwag dat die gebruik en toepassing van die MERIL-DE-model kenmerkend kan bydra om die gaping in strategie-uitoefening wat aanwesig is in die openbare sektor die hoof te bied, nié net in Suider-Afrika nie, maar wêreldwyd – om te verseker dat regerings en openbare organisasies ware voordelige publieke diens lewer. Gekontroleerde toepassing van hierdie model sal waardevol wees vir toekomstige navorsing vir die verdere vernouïng van die gaping in strategie-uitoefening.

Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: This research study explores the impact of organisational culture with specific reference to the South African Police Service (SAPS) culture on service delivery. The two interrelated concepts "organisational culture and service delivery are discussed broadly in terms of their challenges for the contemporary policing function which put emphasis on the provision of police service and accounatbility to the broader community. The premise of the study is based on literature research evidence that organisational culture is an important factor to influence employee behaviour towards organisational effectiveness and also determine how they respond to its external environment. At the same time a strong organisational culture can be rigid and become a hindrance to change. Service delivery is a critical challenge to the government's ongoing efforts to ensure that its delivery process is efficient and responsive, particularly to the needs of the previously disadvantaged communities. In recent years, this challenge reinforced the government to embark on broad transformation mechanisms in order to position public institutions in an environment where service delivery meets the public needs and expectations. Some of these mechanisms include the promulgation of legislation, regulations and a series of policy frameworks notably, The White Paper on Reconstruction and Development (ROP), 1994, The White Paper on the Transformation of the Public Service of 1995, Public Service Regulation of 1999 etc. However, the provision of efficient service delivery in public institutions is usually constrained by various factors such as lack of capacity and shortage of competency skills, financial and technological resources as opposed to the private sector which normally have these resources in abundance. Since lack of sufficient financial resources will always be a challenge for public service delivery enhancement, this study suggests that public institutions can incorporate some private sector strategies in order to be innovative and improve efficiency. Apart from a lack of the above mentioned resources as contributing factor to inefficient service delivery, available theory on organisational culture state that it is an all encompassing factor that influences employee behaviour in public institutions. Chapter 3 provides a theoretical framework on the concept of organisational culture, its formation, and its sources, how it is sustained in the organisation. Various models and examples of organisational culture as found in small and big organisations such as those associated with government agencies are analysed and distinguish in terms of why the size of the organisation can determine its prevailing culture. Small organisations with flat structures are considered to be flexible, autonomous, innovative and responsive to customer needs. On the other hand the traditional bureaucratic organisations such as government agencies like police organisations tend to be characterised by highly formal hierarchical structure with too many layers, operational rules and regulations which are intended to enforce control measures. However, type of structures are criticised for rigid systems, autocratic, and slow. Models for changing organisational culture in order to increase its effectiveness are suggested. After a theoretical discussion on both the concepts organisational culture and service delivery, the SAPS was used as a case study to establish the applicability and the extent to which organisational culture impact on service delivery. The first stage consist of analytical perspective of the SAPS historical military culture since its inception in 1913 and giving critical accounts of its operational phases that it had undergone until the new dispensation. Since the early 1990s until after April 1994 elections, marked a new era in the SAPS which embarked on broad transformation initiatives in order to change policing function from that of a narrow law and order maintenance to a fully integrated community policing which makes police officers to be accountable to the broader community by rendering police service and problem solving within a human rights culture. However, police culture has been widely criticised as a source of resistance to change and reform, and is often misunderstood. The prevailing police culture which was inherited from the previous paramilitary legacy such as the autocratic leadership style, traditional bureaucratic structure, corruption, secrecy, mistrust are some of the dominant indicators which are identifiable and commonalities among the different police agencies. These dominant features cause any resistance to any change initiative and are perceived with negative image. After contextualising the description of the SAPS, the study describes the methods and procedures used to conduct an empirical research project in the form of a pilot study conducted in two police stations in Cape Town. Data collection methods include the following: 1) literature review, 2) open-ended one-an-one interviews with the station commissioners from the selected stations, 3) distributing survey questionnaires which consist of close ended questionnaires to junior officers at police stations to determine their attitudes towards the organisations they work in, and 4) by means of observation. Theoretical evidence proves that police culture which is characterised by paramilitary, bureaucracy, rigid systems and procedures, inflexible structure still prevail in the SAPS and contributes significantly to lack of coordination, slow response and results inefficient service delivery. It is concluded that police stations are the primary centres where the public gets first hand experience when reporting their cases or need the help of police officers to solve problems in the community. In order to provide efficient police service, units which provide interrelated functions need to be fully integrated under one unit commander in order to improve coordination and prompt response. Policing crime is still the primary function of the police and police officers need to be fully equipped with competency skills and other capacity building programs that are consistent with the contemporary policing function. / AFRIKAANSE OPSOMMING: Hierdie navorsingstudie stelondersoek in na die impak van organisasiekultuur met spesifieke verwysing na die Suid-Afrikaanse Polisiediens (SAPD) se kultuur op dienslewering. Die twee verwante konsepte "organisasiekultuur"en "dienslewering"word breedvoerig bespreek teen die agtergrond van die agtergrond van die uitdagings wat dit stel vir die hedendaagse polisieringsfunsie wat dit beklemtoon dat die polisie 'n diens moet lewer en aanspeeklik moet wees teenoor die breer gemeenskap. Die studie se aanname is gebasseer op literatuurnavorsing wat toon dat organisasiekultuur 'n faktor is wat werknemersgedrag beinvloed ten opsigte van organisasie-effektiwiteit asook hoe werknemers reageer teenoor die eksterne omgewing. 'n Sterk organisasiekultuur word beskou as 'n bindende faktor tussen werkers en die organisasie en dit skep kosekwentheid en rigting. 'n Sterk organisisasiekultuur kan terselfdetyd rigied wees en 'n struikelblok word in die weg van voorgestelde verandering aangesien verandering beskou kan word as inmenging in die normale gang van die organisasie. Hierteenoor het 'n meer buigsame kultuur die voordeel van aanpasbaarheid ten opsigte van verandering. Dienslewering is 'n volgehoue uitdaging vir die regering se se volgehoue pogings om te verseker dat sy leweringsproses effektief is en die behoeftes van spesifiek die voorheen benadeelde groepe aanspreek. Hierdie uitdaging het die regering genoop om transformasie-meganismes daar te stel ten einde openbare instellings in staat te stelom leweringsagente te word wat die behoeftes en uitkomste-verwagtinge van almal aanspreek. Van die meganismes sluit in die promulgering van wetgewing en beleid soos die Heropbou-en Ontwikkelingsprogram (HOP) Witskrif, 1994, die Transformasie van Openbare Dienste Witskrif, 1995, die Openbare Diens Reguleringswet van 1999 ensomeer. Die lewering van effektiewe dienste word gewoonlik beperk deur deur veskeie faktore soos 'n gebrek aan kapasiteit en vaardighede, asook finasiele en tegnologiese hulpbronne wat normaalweg tot die beskiking van die private sektor is. Gegewe dat 'n tekort aan finansiele hulpbronne altyd 'n uitdaging vir effektiewe openbare sektor dienslewering sal wees, stel hierdie studie voor dat openbare instellings sekere privaatsektor strategiee kan inkorporeer ten einde innovasie en effektiwiteit te verbeter. Behalwe bogenoemde beperkende faktore, stel beskikbare organisasiekultuur-teorie dit dat dit ook organisasiekultuur is wat openbare sektor amptenare se gedrag is wat die kwaliteit en vlak van dienslewering beinvloed. Hoofstuk drie bied 'n teoretiese raamwerk vir die konsep organisasiekultuur ten opsigte van hoe dit geskep en in stand gehou word binne organisasies. Verskeie modelle en voorbeelde van organisasiekultuur binne klein sowel as groor organissaies word ontleed en daar word gekyk na hoe die grootte van 'n organisasie organisasiekultuur beinvloed. Klein organisasies met 'n plat struktuur word beskou as buigsaam, outonoom, innoverend en daartoe in staat om die vebruiker se behoeftes aan te spreek. Daarteenoor word tradisionele burokratiese organisasies soos polisie-organisasies gekenmerk deur formele strukture met te veel vlakke, operasionele reels en regulasies ten einde volle beheer te he oor prosedures. Die rigiede stelsels, outokrasie, en stadiege leweringsproses van sulke strukture word dikwels gekritiseer. Modelle om organisasiekultuur te verander ten einde effektiwiteit te verbeter word voorgestel. Die teoretiese bespeking van die konsepte organisasiekultuur en dienslewering word gevolg deur 'n gevallestudie van die SAPD ten einde te bepaal die mate waartoe organisasiekultuur impakteer op dienslewering. Die eerste fase behels 'n analitiese perspektief van die SAPD se historiese militere kultuur sedert 1913 asook' n kritiese blik op operasionele fases waardeur die SAPD gegaan het tot en met die nuwe dispensasie. Die vroee 1990s tot net na die April 1994 verkiesing verteenwoordig' n nuwe era in die SAPD ten opsigte van transformasie inisiatiewe wat daarop gerig was om die polisieringsfunksie te verander van 'n agent wat eng gefokus was op die handhawing van wet en orde na 'n geintegreerde polisiediens wat aanspeeklik is teenoor die bree gemeenskap. Dit behels die lewering van 'n polisiediens sowel as probleem-oplossing binne die konteks van 'n menseregte-kultuur. Polisiekultuur word, as gevolg van misverstande, dikwels beskou as 'n bron weerstand teen verandering. Die heersende organisasiekultuur - wat 'n nalatenskap is van die vorige paramilitere styl byvoorbeeld outokratiese leierskapstyl, tradisionele burokratiese strukture, korrupsie, geheimhouding, wantroue - is van die dominante indikatore wat gemeenskaplike eienskappe is van die verskeie polisie-agentskappe. Hierdie dominante kenmerke veroorsaak weerstand teen enige veranderingsinisiatief en word as negatief beskou. Die beskrywing van die SAPD word gevolg deur' n uiteensetting van metodes en prosedures wat gebruik was tydens die empiriese navorsing wat gedoen was by twee polisiestasies in Kaapstad. Data insamelingsmetodes sluit in: 1) lieratuurnavorsing, 2) ope een-tot-een onderhoude met die stasiekomisarisse van die twee stasies, 3) die verspreiding van geslote vraelyste aan junior offisiere by polisiestasies ten einde hul houding te bepaal teenoor die organisaies waar hulle werk, en 4) observasies. Teoretiese bewyse toon dat die polisiekultuur wat normaalweg gekenmerk word deur paramilitere, buroktariese, rigiede stelsels en prosedures steeds bestaan binne die SAPD en dat dit bydra tot swak koordinasie, swak response en oneffektiewe dienslewering. Ten slotte word gemeld dat polisiedienssentra plekke is waar die publiek eerstehands kennis maak met dienslewering. Ten einde 'n effektiewe diens te lewer, behoort eenhede wat verwante diense lewer geintegreer te word onder die bevel van een bevelvoerder. Misdaadvoorkoming is steeds die primere funksie van die SAPD en beamptes moet toegerus word met die nodige bevoegdhede, vaardighede asook kapasiteitsbouprogramme wat in lyn is met die kontemporere polisieringsfunksie.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Customers procure solutions and services to streamline and improve their business functions. For services to be viable to a customer, it is required that the service provide more value to their business than the actual cost of procuring the service. This report aims to understand what the value is that the customers place in the services they require. From this understanding, a framework is produced that drives value in delivering site-based support services. The framework is built on four objectives that will deliver value to the customer. The objectives of a service are as follows: to be customer focused, to have effective resource management, to be proactive in nature and to be sustainable over the life of the service. The framework also defines a set of processes that conforms to, and drives the stated objectives. Although there are many such frameworks in existence, their focus is general in nature. This report will focus specifically on the delivery of site-based support services for automation solutions in a manufacturing industry. Site-based support services are expensive in nature because the solution provider provides dedicated and knowledge specific resources to customers. For this reason, the value expected by a customer is much higher than other forms of support services. This problem is investigated and a framework is produced through research of established Service Management frameworks. / AFRIKAANSE OPSOMMING: Kliente bekom oplossings en dienste om hul besigheidsfunksies te stroomlyn en te verbeter. Vir dienste om aantreklik vir 'n klient te wees, word dit vereis dat die voorsiende diens meer waarde tot hul besigheid toevoeg as wat die koste van die diens is. Hierdie verslag mik om te verstaan wat die waarde is wat kliente heg aan die dienste wat hulle vereis. 'n Raamwerk word gebou wat waarde toevoeg in op-perseel gelewerde dienste. Die raamwerk is gegrond op vier doelwitte wat vir kliente waarde lewer. Die doelwitte van 'n diens is om gefokus op die klient te wees, om hulpbronne effektief te kan hanteer, om proaktief van natuur te wees en om ondersteunbaar oor die lewe van die dienste wees. Die raamwerk beskryf 'n stel prosesse wat by diens doelwitte pas en die doelwitte dryf. Alhoewel daar baie ooreenstemmende raamwerke in bestaan is, is die fokus van die bestaande raamwerke algemeen van natuur. Hierdie verslag ondersoek spesifiek die lewering van op-perseel diens ondersteuning vir geoutomatiseerde oplossings in 'n vervaardigings nywerheid. Op-perseel gelewerde ondersteuningsdienste is duur van natuur omdat die diensverskaffer kliente voorsien van toegewyde, kennisryke hulpbronne. Om hierdie rede, vereis die klient meer waarde van op-perseel gelewerde dienste, as van ander diens forums. Deur navorsing van bekende diens besturings raamwerke is 'n nuwe raamwerk gebou wat fokus op die lewering van op-perseel dienste.

<p>Syftet med uppsatsen är att undersöka och klarlägga relationsmarknadsföring som ett verktyg i ett företag inom hemelektronikbranschen, samt ta reda på betydelsen av CRM, service management och relationsbildningar för företaget. Vi har valt att använda oss av det kvalitativa tillvägagångssättet där intervjuer med företagets anställda har gjorts. Studien är baserad utifrån ett abduktivt angreppssätt.</p><p>Eftersom studien är kvalitativ har forskningsfrågorna inte kunnat besvaras med konkreta svar utan snarare bredare svar med djup som gett oss förståelse över hur relationsmarknadsföring, CRM, relationer och service management rent praktiskt går till väga. Studien har visat att det förekommer relationer mellan säljare och kund i hemelektronikföretaget men att det inte ses som något direkt marknadsföringsverktyg. Studien har visat att de teoretiska begreppen använts praktisk sätt men inte i de teoretiska termerna. Studien har även visat att det finns möjlighet att företaget kan utveckla transaktioner till relationer, som i sin tur bildar relationsmarknadsföring.</p>

A mail questionnaire surveyed Arizona hospital dietary departments to reveal the most frequently initiated changes in dietary practice since the implementation of Diagnostic Related Groups (DRGs). The most frequently initiated change was remodeling the service/cafeteria areas to increase consumer appeal and subsequent sales. Fee-for-service nutrition was the tenth most frequently initiated change. Non-subsidized employee feeding was the second least frequently initiated change since DRGs. Hospital size was found to correlate significantly (alpha ≥ 05) with innovative management, development of DRG avenues of recovery, purchase of computers, development of clearly defined treatment plans, utilization of time studies and staffing, and the implementation of corporate wellness programs. Only a few hospitals have determined costs for DRG dietary treatments, or know standard length of stay for each DRG. The number of dietitians documenting services and patient outcome must increase or their cost effectiveness may never be known.

國內的公司面對激烈的全球化競爭，需積極提升競爭力、創造競爭優勢，IT除是公司營運中不可或缺的一部份，亦是組織提升競爭力的利器之一，然而在有限的時間與成本下，如何連結IT與企業目標，有效率的管理IT資源以提供服務給其他部門，進而凸顯出IT對組織的價值，一直是公司亟欲解決的問題，因此紛紛興起對於導入IT服務管理的想法，藉由實作ITIL後可以解決棘手的問題，但是公司在導入ITIL前並未評估公司組織目前的IT現況，瞭解其對於ITIL的準備程度，就決定要導入ITIL，其在導入的過程中可能會遇到很多困難，因而使得導入ITIL後的效益就不容易被呈現出來。 本研究以驗證組織是否符合IT服務管理要求的國際標準ISO 20000之規範內容為基礎，發展出公司導入IT服務管理前之準備度量表，評估公司對導入IT服務管理前之準備度。藉由準備度量表的評估結果瞭解公司目前IT的現況，以增進公司掌握是否申請驗證ISO 20000之決策資訊，並可藉由評估結果瞭解公司內IT、制度與流程的改善項目。 透過本研究所發展的評估量表及評估結果，與其他發展較早、企業較為熟悉的評鑑標準，如CMMI、企業電子化評量及國家品質獎等之評鑑內容進行對應與比較，讓企業瞭解ISO 20000規範內容與國家品質獎、CMMI、企業電子化評量等評鑑內容上的異同，進一步使公司瞭解其對IT服務管理之準備度。 本研究建議公司組織要導入IT服務管理前，首要評估本身的準備度，以瞭解其對於ISO 20000之符合程度，透過現況之評估、分析未來公司組織在導入IT服務管理過程中應改善的方向，以期建立起完整的IT服務管理體系，並透過PDCA管理循環的概念，讓企業IT服務品質可以持續循環改進，提升IT服務管理之層次，避免因為盲目的追隨潮流而導入ITIL，導致無法看到導入ITIL後的成效。 / Taiwan’s companies are facing fierce global competition. They must enhance competitiveness actively and create competitive advantage. “IT” is not only an integral part of companies’ operation, but can enhance the competitiveness of the organization. However in the limited time and costs, how to align IT and business objectives is a critical question. Due to this situation, therefore, these companies raise the idea of implementing IT service management. By implementing ITIL, they hope it could solve IT problems and IT department can manage IT resource efficiently to deliver IT service to other departments. Furthermore, they can prove their value to the whole organization. But before implementing ITIL, many companies haven’t assessed their own IT status and figured out their readiness of ITIL. If so, during implementing ITIL they would face many obstacles, and would finally not show the benefit of implementing ITIL. Based on the global IT service management standard “ISO 20000”, this research develops a readiness scale that could measure companies’ readiness of implementing IT service management. According to the readiness scale and its result, companies could know their IT status well and acquire the decision information that how to implement ITIL and apply for ISO 20000 certification or not. The study also compared the readiness scale and its result with other noted standards like CMMI, e-Business Assessment Scheme for Enterprise (e-BASE) and National Quality Award. Accordingly, companies could understand the similarities and dissimilarities between ISO 20000 and above famed standards. So that they could understand their IT service management readiness further. Finally the study recommended that before these companies implement IT service management, the first thing they should do is to assess their own readiness. By assessing and analyzing the IT status, so that they could know the compliance of ISO 20000, and find out their own improved direction of implementing IT service management. Companies should establish the whole IT service management system and the PDCA Management Cycle hence the quality of IT service could be improved continually.

O crescimento da participação de serviços no produto interno bruto para a maioria dos países vem chamando a atenção de diversos pesquisadores e de empresas há alguns anos. As firmas de bens de consumo duráveis que contam com um serviço pós-vendas para manutenção de seus produtos, por exemplo, começam a se aproveitar desse serviço visto inicialmente como um mal necessário com o intuito de se aproximarem de seus clientes e, com isso, identificar novos nichos de negócio que venham a diferenciá-la perante seus concorrentes, transformando sua imagem de empresa manufatureira em provedora de serviços. A adição de outros serviços além do simples pós-vendas passa a ser interessante devido, por exemplo, às margens de negócio geralmente mais atraentes, à adição de valor ao seu produto e à fidelização do cliente. Porém, torna-se importante compreender como a incorporação desses novos serviços requer uma correta alteração em sua estratégia. Diante desse contexto, este trabalho tem como principal objetivo propor um modelo de maturidade para empresas de bens manufaturados e que buscam adicionar a venda de serviços como parte de seu portfólio, readequando a forma como a organização interage com o meio externo (parceiros, mercado e clientes) e interno (seus próprios funcionários), por meio de um processo de servitização constituído de quatro fases. Para tal, precisam-se explorar previamente as diferenças entre a visão da empresa quando seu foco é o produto (lógica produto-dominante) e quando passa a ser o serviço (lógica serviço-dominante). Para isso, foram selecionadas quatro empresas para realização de estudos de caso e que permitem detalhar um pouco mais essas mudanças, construindo, aplicando e validando o modelo proposto, além de apontar possíveis lacunas existentes nesse processo para cada uma delas. Os estudos de caso foram guiados por meio de entrevistas com diversos profissionais de diferentes áreas de cada empresa e que foram, por sua vez, confrontadas com documentações e com processos existentes, a fim de triangular as informações. Por meio desse modelo, torna-se possível o entendimento das fases e dos recursos críticos que uma empresa de bens manufaturados em processo de servitização deve se atentar dentro desse modelo evolutivo. Este trabalho foi realizado no Depto. de Eng. Naval e Oceânica da USP em conjunto com o Depto. de Eng. de Produção também da USP. / The growth of services participation in the gross domestic product in most countries has been calling out the attention of many researchers and companies over the last years. Consumer durable companies that have an after-sales service for repairing and do maintenance of their own products, for example, start using this type of service, initially recognized as a \"necessary evil\", to be closer to the final customer and thereby identify new business niches that will differentiate them from the competitors, becoming a business solution provider instead of holding a manufacturing image. The sale of services other than just a simple after-sales becomes interesting due to some factors such as generally allow a more attractive business gross margin, by adding value to the product and keeping customer loyalty. However, the inclusion of new services requires a correct understanding of companys own strategy. Based on this context, this work aims to propose a maturity model for companies of consumer durables which desire to add services to their portfolio, readjusting the way the firm interacts with external (partners, market and customers) and internal (employees) environments by servitizing in a four-phased approach. With that in mind, it is important to previously explore the differences between their vision when the main focus is product sale (product-dominant logic) and when service becomes more important (service-dominant logic). In this way, four different companies have been selected in order to conduct case studies that allow a more detailed comprehension of these changes, developing, applying and validating the proposed model, besides pointing out potential gaps that might exist in this process for each of them. The case studies have been conducted by interviewing a variety of professionals from different areas in each company and that were compared later with documents and existing processes, in order to have information triangulated. By making use of this model, it becomes possible to understand steps to be taken and critical resources that need to be developed by each manufacturing company under a servitization process, as a way of highlighting the path over this evolutionary model. This work was conducted at the Department of Naval and Ocean Engineering of the University of São Paulo (USP), Brazil, in conjunction with the Department of Industrial Engineering also from USP.

Em certas atividades de serviços, a intangibilidade do que está sendo produzido, as especificidades de cada cliente-usuário e sua possível participação na concepção ou na produção da solução, são algumas das características que aumentam a complexidade e a variabilidade dos processos produtivos. A intangibilidade refere-se à condição imaterial daquilo que se produz, fazendo emergir a necessidade de que a solução seja idealizada pelos envolvidos em seu desenvolvimento, tornando mais complexos os processos de especificação do serviço, de planejamento do trabalho, de mensuração de desempenho e de avaliação da qualidade. Em serviços realizados por equipes multiprofissionais, o desafio de fazer convergir as diferentes visões sobre o que deve ser produzido torna-se ainda maior, uma vez que as percepções dos seus integrantes são condicionadas aos respectivos campos de conhecimento e experiências. Quando a cooperação do usuário é necessária para o desenvolvimento do serviço, torna-se fundamental oferecer a ele condições que facilitem sua atuação, e a responsabilidade por inserir o usuário no processo produtivo recai sobre os profissionais que o atendem, implicando em uma carga adicional de trabalho e maior dependência da relação de serviço. Por meio de estudo de casos múltiplos realizado com seis equipes multiprofissionais dos serviços de saúde pública da Estratégia Saúde da Família (ESF), esta pesquisa teve como objetivo identificar as condições organizacionais que podem favorecer o trabalho em grupo frente aos desafios decorrentes da intangibilidade do objeto de trabalho e da participação do usuário no processo produtivo. Nesse contexto, observamos que os profissionais das equipes ESF apresentam dificuldades em identificar os limites de responsabilidade e de atuação sobre os problemas, dificuldades para coordenar o trabalho, dificuldades relativas à inadequação de recursos e de processos de apoio necessários à adequada participação do usuário, além de desgastes emocionais. Os resultados apontam que o trabalho das equipes é favorecido pela frequente e contínua interação entre os envolvidos, pela disseminação do conceito de serviço, pela definição de papéis dos profissionais e dos usuários na relação de serviço, pelo estabelecimento / In certain service activities, the intangibility of what is being produced, the particularities of each client/user and their possible contribution to the creation or production of a solution are some of the characteristics that increase the complexity and variability of productive processes. Intangibility refers to the immaterial condition of that which is produced, bringing about the need for a solution to be designed by those involved with its development, and increasing the complexity of service specification processes, work planning, performance measurement and quality assessment. In multi-professional or multi-disciplinary teams, the challenge of enabling different views to converge towards what must be produced becomes increasingly greater, as participants perceptions are conditioned to their respective fields of knowledge and to the different professional experiences. When the cooperation of users is required to develop the service, it is essential that they are provided conditions that allow them to perform. Moreover, the responsibility for the inclusion of users in the productive process lies with professionals who serve such users, implying an additional work load and greater dependence on the service relationship. A multiple case study was performed with six multi-professional teams from the public health services of the Estratégia Saúde da Família (ESF Family Health Strategy), aiming to identify the organizational conditions that can promote group work, when facing the challenges resulting from the intangibility of the object of work and from the participation of users in the productive process. In this context, ESF team professionals were found to have difficulties in identifying the limits of their responsibility for and action with regard to problems, difficulties in coordinating the work, difficulties concerning the inadequacy of resources and support processes required for adequate user participation, in addition to emotional strains. The results of this study indicate that team work can be promoted by the frequent and constant interaction among participants, dissemination of the service concept, definition of roles of professionals and users in the service relationship, establishment of a connection with users, and stability of professionals in the teams.