The objective of strategic management is to enable an organisation to assess its strategic position. This study is concerned with identifying the strategic position of Branaa South Africa, and to determine the most suitable expansion strategy in order for the company to increase the current level of monetary benefits offered to Original Equipment Manufacturers under the Motor Industry Development Program. An in-depth literature review is conducted and the relevant business management tools are identified. These tools are used to analyse the position of the company and to evaluate how the current benefits offered, compare to those of competitors. An analysis is carried out regarding the influence and value of the Motor Industry Development Program benefits. A costing model is then applied to determine how competitive Branaa South Africa is in the automotive leather seat market. The study determines how the benefits offered under the current Motor Industry Development Program structure could be increased in the South African Automotive market, and concludes with proposals on how to achieve new targets. This study aims to prove that the strategic direction that Branaa South Africa is envisaging is correct. The company should continue to gain a competitive advantage under the current strategic goals which are reviewed annually. Through the effective use of strategic management principles, and applying these to Branaa South Africa, the company would retain its competitive advantage in the South African Automotive market. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

We study the influence of technological efficiency and organizational inertia on the emergence of competition when firms decide myopically. Using an agent-based computer simulation model, we observe the competitive reaction of a former monopolist to the advent of a new competitor. While the entrant uses a new technology, the monopolist is free either to stick to his former technology or to switch to the new one. We find that?irrespective of details regarding the demand side?a change of industry leadership occurs only if the new (?disruptive?) technology is not too efficient and organizations are inert. (author's abstract) / Series: Working Papers SFB "Adaptive Information Systems and Modelling in Economics and Management Science"

Titel: Förhållandet mellan prissättningsförmåga och lönsamhet. Författare: Uno Bite Janols, Joakim Dofs och Niklas Ottosson. Handledare: Anders Wrenne. Institution: Managementhögskolan, Blekinge Tekniska Högskola. Kurs: Kandidatarbete i Företagsekonomi, 15 högskolepoäng. Syfte: Studien syftar till att identifiera hur utvecklad prissättningsförmågan är inom den svenska tjänstesektorn och vidare om företag med välutvecklad prissättningsförmåga presterar bättre än företag med mindre utvecklad prissättningsförmåga. Metod: Enkätundersökning. Urvalet bestod av 151 företag sökbara inom ”Redovisning och bokföring” och ”Revision”, av vilka 16 företag besvarade enkäten. Slutsats: Studien har inte påträffat något samband mellan deltagande företags prissättningsförmåga och lönsamhet. Vidare bedöms prissättningsförmågan inom små svenska tjänsteföretag vara medelutvecklad. Resultatet kan dock inte med säkerhet antas spegla verkliga förhållanden på grund av en brist på respondenter i studien. Studiens resultat visar dock på brister i motsvarande studier, vilket motiverar fortsatt forskning inom området. / Title: The relationship between pricing capability and profitability. Authors: Uno Bite Janols, Joakim Dofs and Niklas Ottosson. Supervisor: Anders Wrenne. Department: School of Management, Blekinge Institute of Technology. Course: Bachelor Thesis in Business administration, 15 credits. Purpose: This study aims to identify how developed pricing capability is in the Swedish service sector and further if companies with well-developed pricing capability perform better than companies with less developed pricing capability. Method: Questionnaire survey. The sample consisted of 151 companies searchable with the two terms “Accounting and bookkeeping” and “Auditing”, out of which 16 responded to the survey. Results: The study has not found any connection between the participating companies' pricing capabilities and performance. Furthermore assessed pricing capability within small Swedish service companies is to be considered medium developed. The result cannot, however, be assumed to reflect the actual conditions due to a lack of respondents in the study. However, the study reveals flaws in prior studies, which motivates for further research.

Thesis (PhDBusinessAdministration)--University of South Australia, 2003.

Notable in strategic management research is a paradigm shift from industry/market factors as determinants of competitive strategy to a resource-based view. This study focuses on the extent to which firms in the reinsurance industry use resources for strategic positioning and differentiation. A qualitative case study approach has been adopted for this study. On the basis of open-ended questions, interviews were conducted with 6 executives of the 6 chosen non-life reinsurance companies. In addition to interviews, company annual reports were used. Results obtained point to similarities in broader categorisation of resources, namely human capital, financial resources, information systems and organisational culture. Despite similarities in the broader grouping of resources, uniqueness in resources and competitive advantage derived therefrom is in the attributes of each of the resources that a reinsurance firm own. The main driver for basing positioning and differentiation strategies is that resources are controllable and manipulative compared to industry factors. Though the results support the underlying principles of the resource-based view, it is notable that its prescriptive nature with regard to resource characteristics, does not hold for some of the resources such as human resources, which are not perfectly immobile. / Graduate School of Business Leadership / MBL

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

DAMASCENO, Kécia Silva. Aplicações dos princípios da gestão estratégica no sistema de bibliotecas da Universidade Federal do Ceará. Dissertação (Mestrado em Políticas Públicas e Gestão da Educação Superior) - Universidade Federal do Ceará, Fortaleza, 2012 . Disponível em:<http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=8503 >. Acesso em: 14 nov. 2012. / Submitted by Paola Martins (ingrid0407@hotmail.com) on 2013-09-11T11:46:17Z No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) / Approved for entry into archive by Nirlange Queiroz(nirlange@gmail.com) on 2013-09-11T12:04:12Z (GMT) No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) / Made available in DSpace on 2013-09-11T12:04:12Z (GMT). No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) Previous issue date: 2012 / Planning is a natural activity that frequently is intuitive in people’s lives; but, referring to the management of such a important sector as the University Library, which is essential to the development of teaching, researching and extension activities, we need the use of a structured management method through which it would be possible to make sure that the traced strategies can be translated into operational terms. The application of the principles of the Strategic Management in University Libraries was studied with an aim to evaluate if they really do exist and what are the methods of planning adopted by part of the managers of the System of Libraries (SB) the Federal University of Ceará (UFC). In this manner, they contribute, along with the presentation, a route of Strategic Planning with possible applications to the UFC System of Libraries. Such a study bases itself in the bibliographical, documental and field research, qualitative. One technique utilized in the collection of primary data, were two questionnaires that were structured with open and closed questions, including opinion scale based in the measure of Likert, applied to the actual direction of the SB/UFC and to the managers of the UFC’s libraries. The obtained were transcribed into graphics to better visualize the incidence of the answers. The Strategic Management model adopted in university libraries is indicated because it is a management model proofed as compatible with the activities developed by this type of informational unity. It presents the retrospective results of studies realized by the SB/UFC’s work team in which the strategic confirms the viability of the adoption of this management method, having, by means of valuations of the actual conditions, the base of the view of facts and events, that are indicators of the future, related through the analysis of market potential Strengths Weaknesses Opportunities Treats (SWOT) matrix, of the referred System. One can affirm, therefore, that such management method demonstrates highly inspiring results, consolidating the growth of the organizational management learning, in the pursuit of achieving levels of excellence amid the constant changes and the adequacy of the use of human and material resources available for the development of sector, that has as aim to consolidate as a basis to the teaching, researching and extension, through the constant improvement of the provided services to the academic community inside and outside the UFC. / Planejar constitui uma atividade natural e, muitas vezes, intuitiva na vida das pessoas; entretanto, ao se referir à gestão de um setor tão importante quanto a Biblioteca Universitária, essencial ao desenvolvimento das atividades de ensino, pesquisa e extensão depara-se a necessidade da utilização de um método gerencial estruturado, mediante o qual seja possível garantir que as estratégias traçadas possam ser traduzidas em termos operacionais. As aplicações dos princípios da Gestão Estratégica em Bibliotecas Universitárias foram estudadas com o propósito de avaliar se realmente existem e quais são os métodos de planejamento adotados por parte dos gestores do Sistema de Bibliotecas da Universidade Federal do Ceará (SB/UFC), buscando, assim, contribuir com a apresentação de um roteiro de Planejamento Estratégico com possíveis aplicações ao SB/UFC. Tal estudo se baseia na pesquisa bibliográfica, documental e de campo, com natureza qualitativa sobre o tema. Foram usados, como técnica para coleta de dados primários, dois questionários estruturados com perguntas abertas e fechadas, incluindo escala de opinião baseada na medida de Likert, aplicado à atual direção do SB/UFC e aos gestores das bibliotecas da UFC. Os dados foram transcritos em gráficos para melhor visualização. O modelo da Gestão Estratégica adotado em bibliotecas universitárias é indicado por ser um modelo gerencial comprovadamente compatível com as atividades desenvolvias por esse tipo de unidade informacional; apresenta ainda os resultados retrospectivos de estudos realizados pela equipe de trabalho do SB/UFC, nos quais as análises estratégicas comprovam a viabilidade da adoção desse método gerencial, tendo por meio de avaliações das condições atuais a base da visão de fatos e eventos indicadores do futuro, relatadas pela análise de potencial mercadológico Strengths Weaknesse Opportunities Treats matriz (SWOT), bem como do Balanced Scorecard (BSC) do referido Sistema. Pode-se afirmar, portanto, que tal método da gestão demonstra resultados inspiradores, ao consolidar o crescimento da aprendizagem gerencial organizacional, na busca de patamares de excelência em meio às constantes mudanças e à adequação do uso dos recursos humanos e materiais disponíveis para o desenvolvimento do setor, que tem por finalidade se consolidar como alicerce para o ensino, pesquisa e extensão, mediante a constante melhoria dos serviços prestados à comunidade acadêmica interna e externa da UFC.

DAMASCENO, Kécia Silva. Aplicações dos princípios da gestão estratégica no Sistema de Bibliotecas da Universidade Federal do Ceará. 2012. 158f. – Dissertação (Mestrado) – Universidade Federal do Ceará, Programa de Pós-graduação em Políticas Públicas e Gestão da Educação Superior, Fortaleza (CE), 2012. / Submitted by Márcia Araújo (marcia_m_bezerra@yahoo.com.br) on 2014-05-08T13:25:12Z No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) / Approved for entry into archive by Márcia Araújo(marcia_m_bezerra@yahoo.com.br) on 2014-05-08T14:31:46Z (GMT) No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) / Made available in DSpace on 2014-05-08T14:31:46Z (GMT). No. of bitstreams: 1 2012_dis_ksdamasceno.pdf: 1464140 bytes, checksum: e1724c12fe4603e99cbbaf79073c8ae5 (MD5) Previous issue date: 2012 / Planning is a natural activity that frequently is intuitive in people’s lives; but, referring to the management of such a important sector as the University Library, which is essential to the development of teaching, researching and extension activities, we need the use of a structured management method through which it would be possible to make sure that the traced strategies can be translated into operational terms. The application of the principles of the Strategic Management in University Libraries was studied with an aim to evaluate if they really do exist and what are the methods of planning adopted by part of the managers of the System of Libraries (SB) the Federal University of Ceará (UFC). In this manner, they contribute, along with the presentation, a route of Strategic Planning with possible applications to the UFC System of Libraries. Such a study bases itself in the bibliographical, documental and field research, qualitative. One technique utilized in the collection of primary data, were two questionnaires that were structured with open and closed questions, including opinion scale based in the measure of Likert, applied to the actual direction of the SB/UFC and to the managers of the UFC’s libraries. The obtained were transcribed into graphics to better visualize the incidence of the answers. The Strategic Management model adopted in university libraries is indicated because it is a management model proofed as compatible with the activities developed by this type of informational unity. It presents the retrospective results of studies realized by the SB/UFC’s work team in which the strategic confirms the viability of the adoption of this management method, having, by means of valuations of the actual conditions, the base of the view of facts and events, that are indicators of the future, related through the analysis of market potential Strengths Weaknesses Opportunities Treats (SWOT) matrix, of the referred System. One can affirm, therefore, that such management method demonstrates highly inspiring results, consolidating the growth of the organizational management learning, in the pursuit of achieving levels of excellence amid the constant changes and the adequacy of the use of human and material resources available for the development of sector, that has as aim to consolidate as a basis to the teaching, researching and extension, through the constant improvement of the provided services to the academic community inside and outside the UFC. / Planejar constitui uma atividade natural e, muitas vezes, intuitiva na vida das pessoas; entretanto, ao se referir à gestão de um setor tão importante quanto a Biblioteca Universitária, essencial ao desenvolvimento das atividades de ensino, pesquisa e extensão depara-se a necessidade da utilização de um método gerencial estruturado, mediante o qual seja possível garantir que as estratégias traçadas possam ser traduzidas em termos operacionais. As aplicações dos princípios da Gestão Estratégica em Bibliotecas Universitárias foram estudadas com o propósito de avaliar se realmente existem e quais são os métodos de planejamento adotados por parte dos gestores do Sistema de Bibliotecas da Universidade Federal do Ceará (SB/UFC), buscando, assim, contribuir com a apresentação de um roteiro de Planejamento Estratégico com possíveis aplicações ao SB/UFC. Tal estudo se baseia na pesquisa bibliográfica, documental e de campo, com natureza qualitativa sobre o tema. Foram usados, como técnica para coleta de dados primários, dois questionários estruturados com perguntas abertas e fechadas, incluindo escala de opinião baseada na medida de Likert, aplicado à atual direção do SB/UFC e aos gestores das bibliotecas da UFC. Os dados foram transcritos em gráficos para melhor visualização. O modelo da Gestão Estratégica adotado em bibliotecas universitárias é indicado por ser um modelo gerencial comprovadamente compatível com as atividades desenvolvias por esse tipo de unidade informacional; apresenta ainda os resultados retrospectivos de estudos realizados pela equipe de trabalho do SB/UFC, nos quais as análises estratégicas comprovam a viabilidade da adoção desse método gerencial, tendo por meio de avaliações das condições atuais a base da visão de fatos e eventos indicadores do futuro, relatadas pela análise de potencial mercadológico Strengths Weaknesse Opportunities Treats matriz (SWOT), bem como do Balanced Scorecard (BSC) do referido Sistema. Pode-se afirmar, portanto, que tal método da gestão demonstra resultados inspiradores, ao consolidar o crescimento da aprendizagem gerencial organizacional, na busca de patamares de excelência em meio às constantes mudanças e à adequação do uso dos recursos humanos e materiais disponíveis para o desenvolvimento do setor, que tem por finalidade se consolidar como alicerce para o ensino, pesquisa e extensão, mediante a constante melhoria dos serviços prestados à comunidade acadêmica interna e externa da UFC.

NASCIMENTO, Eliene Gomes Vieira. Método de gestão para biblioteca universitária baseado no balanced scorecard. 2009. 105f. Dissertação (Mestrado em Politicas Públicas e Gestão da Educação Superior) – Universidade Federal do Ceará, Programa de Pós-Graduação em Políticas Públicas e Gestão da Educação Superior, Fortaleza-CE, 2009. / Submitted by Maria Josineide Góis (josineide@ufc.br) on 2012-05-23T14:52:15Z No. of bitstreams: 1 2009_Dis_EGVNascimento.pdf: 662005 bytes, checksum: f56cf47e081e52bac1c4e9ede838ac54 (MD5) / Approved for entry into archive by Maria Josineide Góis(josineide@ufc.br) on 2012-05-25T11:58:00Z (GMT) No. of bitstreams: 1 2009_Dis_EGVNascimento.pdf: 662005 bytes, checksum: f56cf47e081e52bac1c4e9ede838ac54 (MD5) / Made available in DSpace on 2012-05-25T11:58:01Z (GMT). No. of bitstreams: 1 2009_Dis_EGVNascimento.pdf: 662005 bytes, checksum: f56cf47e081e52bac1c4e9ede838ac54 (MD5) Previous issue date: 2009 / The Globalized society has become centered in the application of information and of knowledge so that the High Education Institutions (IES) are affected by such social changes once they already have information as raw material. The university library has become a strategic equipment for the implantation of new sorts of management in the IES. In such context, we aim, with this research, to develop the management strategic method, adapted for university libraries, particularly in the Health and Science Library of the Federal University of Ceará-UFC, proposed by Kaplan and Norton (1997): the Balanced Scorecard – BSC. The methodology used for the elaboration of the method proposed the accomplishment of 9 (nine) stages: define the selected organizational unity;establish or define the organization vision and mission; proceed to the swot analysis; determine global strategies; define perspectives; select strategic objectives; define indicators and goals for each objective; suggest strategic actions and working out of the strategic map. The implantation process was described through the analysis of the four perspectives: social responsibility perspective, of the clients, of the internal processes and of learning and growing. The evaluation of results was positive concerning strengthening to subsidies to improve the strategic management of the UFC- Health and Sciences Library and to serve as a parameter for other High Education Institutions (IES) university libraries. Thus, it was concluded that the method used presented effective results for the library analyzed while it is used as inspiration for deepening the strategies determined as essential for the institution consolidation and growing. It also encourages the continuous search for learning and excellence for the social accomplishment of the university library mission / As Instituições de Ensino Superior (IES), inseridas na sociedade do conhecimento, são afetadas por mudanças que envolvem o gerenciamento da informação como instrumento essencial para uma gestão eficiente. Diante dessa realidade, a biblioteca universitária torna-se um equipamento estratégico para a implantação de novas formas de gerenciamento das IES. Nesse contexto, objetiva-se neste trabalho desenvolver o método de gestão estratégica, adaptado para bibliotecas universitárias, particularmente na Biblioteca de Ciências da Saúde da UFC, proposto por Kaplan e Norton (1997): o Balanced Scorecard – BSC. A metodologia usada na elaboração do método propôs a realização de 9 (nove) etapas: definir a unidade organizacional selecionada; estabelecer ou definir a visão e a missão da organização; proceder à análise swot; determinar estratégias globais; definir perspectivas; selecionar objetivos estratégicos; definir indicadores e metas para cada objetivo; sugerir ações estratégicas, e elaborar o mapa estratégico. O processo de implantação foi descrito pela análise das quatro perspectivas: perspectiva de responsabilidade social, dos clientes, dos processos internos e do aprendizado e crescimento. A avaliação dos resultados foi positiva com referência ao fornecimento de subsídios para melhorar a gestão estratégica da Biblioteca de Ciências da Saúde da UFC e servir de parâmetro para outras bibliotecas universitárias de instituições de Ensino Superior – IES. Conclui-se, assim, que o método aplicado apontou resultados eficazes para a biblioteca analisada, à medida que serve de inspiração e norte para o aprofundamento das estratégias determinadas como essenciais para a consolidação e o crescimento da instituição, bem como incentiva a busca contínua de aprendizagem e de excelência para o cumprimento social da missão da biblioteca universitária

Submitted by Tatiana Lima (tatianasl@ufba.br) on 2015-03-30T18:21:16Z No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Approved for entry into archive by Tatiana Lima (tatianasl@ufba.br) on 2015-04-06T19:42:49Z (GMT) No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Made available in DSpace on 2015-04-06T19:42:49Z (GMT). No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Este trabalho tem a ambição de contribuir para o aprimoramento dos modelos de gestão das instituições de educação superior no Brasil, por meio de uma análise balizada pela proposta desenvolvida por Kaplan e Norton no Balanced Scorecard. Parte-se da visão, amplamente compartilhada no país, da deficiência na formação de gestores e na implementação de modelos bem organizados e sistematizados de gestão destas instituições. A partir da experiência diária no desafio de encontrar soluções administrativas e gerenciais dentro do contexto organizacional do Instituto Federal de Educação, Ciência e Tecnologia da Bahia, Campus Valença, realizou-se uma análise do quadro atual com as propostas desenvolvidas pela metodologia mundialmente adotada do Balanced Scorecard, e uma proposta visionária de gestão a partir de uma hipotética aplicação da metodologia naquele contexto organizacional. Ao final, espera-se que o presente estudo lance um pouco de luz sobre a formação dos gestores de instituições educacionais e provoque o aprofundamento dos estudos de administração aplicada a este campo estratégico para o desenvolvimento da sociedade e das organizações brasileiras. The aim of this work is to contribute to the improvement of management models of higher education institutions in Brazil, through an analysis buoyed by the proposal developed by Kaplan and Norton in Balanced Scorecard. Starting from the sight widely shared into the country , disability in management training and implementation of models well organized and systematized management of these institutions. From the daily experience in the challenge of finding administrative and managerial solutions within the organizational context of the ‘Instituto Federal de Educação, Ciência e Tecnologia da Bahia’, Campus Valença, we carried out a analysis of the current situation with the proposed methodology developed by the worldwide adopted of the Balanced Scorecard and a proposal visionary management from a hypothetical application of the methodology that organizational context. Finally, it is hoped that the present study throw some light on the training of managers of educational institutions and induce deeper studies of this strategic field applied to the development of society and the Brazilian organizations.