Submitted by Geyciane Santos (geyciane_thamires@hotmail.com) on 2015-10-28T14:58:43Z No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2015-10-29T13:18:07Z (GMT) No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2015-10-29T14:14:36Z (GMT) No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5) / Made available in DSpace on 2015-10-29T14:14:36Z (GMT). No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5) Previous issue date: 2009-02-10 / PETROBRAS / The BSC consists in a tool for translating and monitoring the strategic management, taking into account the interaction of non-financial assets of an organization, such as innovative processes and products, qualifications and motivation of the employees and information systems, as a way of maximizing the financial results of the company. With the analyze strategic management practices in BSC-using companies that achieved expressive results, Kaplan and Norton concluded that in those companies it was possible to identify the repetition of some practices related to strategic management, and that was the key factor behind their superior results. The consolidation of those practices in five principles originated the Strategy-Focused Organization - SFO model. Using the case study technique, this essay aims at analyzing the state of applicability of the SFO model on the strategic management of the UN-AM, which is the upstream unit in Petrobras responsible for exploring and producing oil and natural gas in Amazon region. In order to carry through the case study, besides bibliographical research, primary and secondary data were collected in a way that allowed the characterization of the SFO Model and the description of the Petrobras Strategic Management Plan and its relations with UN-AM by means of a qualitative research, twenty four practices of strategic management were analyzed, verifying the adherence of each of the practices to the five principles of the SFO Model, identifying strengths and improvement opportunities related to the Unit's strategic management. The results found in the case study indicated 22 observations on the strategic management process of UN-AM, among strengths and improvement opportunities that may be analyzed in order to adjust the Unit's strategic management. / O BSC consiste em uma ferramenta de tradução e monitoração da gestão estratégica, levando em consideração a interação dos ativos não financeiros de uma organização, como processos e produtos inovadores, capacitação e motivação dos funcionários e sistemas de informação, como forma de maximizar os resultados financeiros da empresa. Com a análise das práticas de gestão estratégica nas empresas usuárias do BSC e que conseguiam resultados expressivos, Kaplan e Norton concluiu-se que, nessas empresas, era possível identificar a repetição de algumas práticas relacionadas à gestão estratégica e que esse era o motivo dos resultados superiores. A consolidação dessas práticas em cinco princípios deu origem ao Modelo SFO - The Strategy-Focused Organization (Organização Orientada para a Estratégia). Utilizando a técnica de estudo de caso, este trabalho tem como objetivo analisar o grau de aplicação do Modelo SFO na gestão estratégica da UN-AM, que é a Unidade de Negócios da Área de Exploração e Produção – E&P da Petrobras, responsável por explorar e produzir petróleo e gás natural na região Amazônica. Para realizar o estudo de caso, além da pesquisa bibliográfica, foram coletados dados primários e secundários, que permitiram caracterizar o Modelo SFO, descrever o processo de gestão estratégica da Petrobras e seus desdobramentos na UN-AM e, por meio de uma pesquisa qualitativa, foram analisadas 24 (vinte e quatro) práticas de gestão estratégica da UN-AM, verificada a aderência dessas práticas com cada um dos cinco princípios do Modelo SFO e identificados pontos fortes e oportunidades de melhorias relacionados à gestão estratégica da unidade. Os resultados encontrados no estudo de caso indicaram 22 (vinte e duas) observações sobre o processo de gestão estratégica da UN-AM, entre pontos fortes e oportunidades de melhorias, que podem ser analisados como forma de aprimorar a gestão estratégica da unidade.

知識經濟與網際網路的迅速發展，全球經濟、政治、社會、教育、科技、文化等環境均產生重大改變，面對以知識為本，以「創新、速度、價值」為核心的新經濟型態，國際間各企業、政府機構及非營利組織，受到此知識經濟的衝擊，及競爭的壓力，必須調整傳統的角色，以策略性的管理思考邏輯，應用新的策略及執行策略創造新的市場機會與價值，以增加競爭力。在知識經濟時代的企業，不能再以傳統的財務性指標來衡量其營運績效，員工知識、顧客與供應商的關係與企業創新文化等無形資產是現代企業創造價值的關鍵因素，企業目標亦由過去的追求利潤提升為價值的創造活動，因此需要一個完善的策略管理制度。由哈佛大學教授羅伯.柯普朗（Robert Kaplan）與諾朗諾頓研究所（Norton Institute）最高執行長（CEO）大衛.諾頓（David Norton）所共同發展出來的「平衡計分卡」即是對於知識經濟中的組織，所提出的一種多面向策略管理的工具，且不同於以往單一面向的績效評估方式，平衡計分卡是用多面向的評估標準，使組織對於各面向能夠均衡的掌握，成為各企業推崇的策略管理工具。 平衡計分卡之優點在於可提供企業一個系統化實施策略的管理體系，期能創造以策略為核心的組織，並將組織之願景與策略轉換成目標與績效量度，協助組織聚焦及整合現有的資源，及有效執行策略以達成目標。因此，藉由平衡計分卡的導引，企業可以整合一切有效資源與活動，以執行策略及實現策略。另外，組織亦可透過平衡計分卡建立各個單位間策略的連結關係，使得組織各層級與每個員工都能以最有效及緊密的網絡運作，並能確實的執行策略。 平衡計分卡的理論，已經過無以計數實務上的驗證，全球企業、組織相繼加以採納並獲致極大效益，可知平衡計分卡已受到全球大部分重要企業一致的肯定，並付諸實際施行的行動；此外，由於平衡計分卡的理論及其原則，均可適用於公部門組織及非營利組織，只要稍微修改其基本架構，以符合公共部門組織的需要，便能作為公共部門組織績效理的制度。 平衡計分卡日臻成熟的發展，對各企業、公部門及非營利組織提供了無數的助益，除了總計分卡外，還尚需有董事會計分卡、企業計分卡及管理階層計分卡，協助組織將策略落實在各階層，使治理流程協調一致以提供組織透明度，並且讓組織及事業單位與策略相互連結、配合、聚焦、協調一致，而獲得突破性的成果。組織最重要的支柱即使命、願景及策略，透過平衡計分卡能與每天的管理行動及員工的日常生活連結，配合適當的內部激勵制度，創造使員工連結至策略的管理機制，並讓策略成為持續性的循環機制，激發策略學習的流程，使組織成為一個不斷成長與進步的雙軌循環流程。更重要的是，平衡計分卡將長期的策略及衡量指標與短期戰略規劃與預算結合，形成了一套完整的策略管理工具。 在此競爭激烈的時代，企業的成功不能僅靠傳統的有形資產，智慧資本已發展成企業無形價值創造之工具，更是未來影響平衡計分卡發展最重要的一環。智慧資本是組織成長的主要驅動因素，透過平衡計分卡的策略性目標、策略性衡量指標、及策略性行動方案引導智慧資本的形成。亦即企業本身具有的一般性智慧資本，經由平衡計分卡的引導，發展出策略性智慧資本，促使企業創造更大價值。另外，藉由平衡計分卡的架構來強化智慧資本的管理，亦是落實智慧資本的重要任務之一。智慧資本管理透過智慧資本管理之活動、管理流程、管理工具及管理方針，將智慧資本轉化為企業之價值運用。 本研究係藉由文獻分析研究的方式，深入瞭解平衡計分卡的理論與精神，並期望能從此理論基礎進而探討實務面的執行問題，以期能為學術界與企業界提供未來發展及實施平衡計分卡之參考。 關鍵字：策略管理（Strategy Management） 平衡計分卡（Balanced Scorecard） 策略核心組織（Strategy Focused Organization） 策略地圖（Strategy maps）

Abstract The research idea emerged from the practical questions that the researcher encountered when acting as a HR director: How to ensure the ability of the organization to execute strategic goals? Which management processes and practices help strengthen the capability of the organization? With what kind of meters can Organizational Strategic Readiness be measured? The aim of the research is to construct a strategy-focused capability management model in order to improve the organization's capability faster than the rate at which overall development takes place in the industry and to strengthen Organizational Strategic Readiness. Two management models will be tested. Capability here means a combination that results from the process of integrating tangible and intangible assets and that is embedded in the organizational infrastructure and practices in the organization's operation. Capability reflects what an organization can do and refers to organizational, rather than human, expertise or technology-induced benefits. The products and servicing arising from such capabilities are of particularly high value to customers. Capability determines the ability of the organization to generate value, profitability and productivity trends, and future business opportunities. Strategic capabilities are necessary in order to achieve strategic aims and the strategy execution is based on them. However, strategic aims require always stretched efforts because, when they are set, the organization does not yet have the capabilities required to achieve them. Organizational capabilities must be developed to the level of the strategic aims in order to ensure that the latter can be achieved. Therefore, from the strategy implementation point of view, it is essential to manage the capabilities in the way and with the speed required by strategic challenges. To manage strategic capabilities is to manage strategy execution. The solution to the problem where a strategy has not been implemented is not necessarily to draw up a new strategy but rather to evaluate the gap between organizational capabilities and strategic aims and then to develop strategic capabilities. Organizational Strategic Readiness describes whether the organization has access to the necessary management processes and practices for strategy execution and capability improvement. The research sets out from the People Capability Maturity Model (P-CMM), which was tested in collaboration with 19 organizations representing the energy, electronics, forest and metal industries, and healthcare and education, in the private and public sectors. The aim was to test how well the selected management model meets the requirements of capability management. The model was found to be insufficient for this purpose so it was extended into a strategy-focused capability management model in accordance with constructive research methodology. / Tiivistelmä Tutkimusidea virisi tutkijan kohtaamista käytännön kysymyksistä hänen toimiessaan henkilöstöjohtajana. Miten varmistaa, että organisaatio kykenee toimeenpanemaan strategiset tavoitteet? Millä johtamisprosesseilla ja -käytännöillä voidaan tukea organisaation kyvykkyyden vahvistumista? Millä mittareilla voidaan mitata organisaation strategista valmiutta? Tutkimuksen tarkoituksena on luoda strategiakeskeinen kyvykkyyden johtamismalli, jonka avulla voidaan parantaa organisaation kyvykkyyttä toimialan kehitysvauhtia nopeammin sekä vahvistaa organisaation strategista valmiutta. Tutkimuksessa testataan kahta johtamismallia. Kyvykkyydellä tarkoitetaan aineettomien ja aineellisten pääomien integroitumisprosessin tuloksena syntynyttä yhteenliittymää, joka on kietoutunut organisaation infrastruktuuriin ja ilmenee organisaation toiminnassa vakiintuneina käytäntöinä. Kyvykkyys kuvaa, mitä organisaatio osaa tehdä ja viittaa organisaation ominaisuuteen, ei yksittäisten ihmisten osaamisiin tai teknologian tuomaan hyötyyn. Niiden tuottamilla tuotteilla ja palveluilla on erityisen paljon arvoa asiakkaille. Kyvykkyys määrittää organisaation suoritus- ja kilpailukyvyn sekä tulevaisuuden liiketoimintamahdollisuudet. Strategiset kyvykkyydet ovat kyvykkyyksiä, jotka ovat välttämättömiä strategisten tavoitteiden saavuttamiseksi. Strategian toimeenpanosuunnitelma perustuu niihin. Strategiset tavoitteet ovat kuitenkin aina lähtökohtaisesti venymisen tavoitteita; tavoitteita asetettaessa organisaatiolla ei ole vielä kyvykkyyttä toimeenpanna niitä. Organisaation kyvykkyyden tulee kehittyä organisaation strategisten tavoitteiden tasolle, jotta strategiset tavoitteet toteutuvat. Siksi strategian toimeenpanon kannalta on oleellista kyky johtaa kyvykkyyksiä strategisten haasteiden edellyttämällä tavalla ja vauhdilla. Strategisten kyvykkyyksien johtaminen on strategian toimeenpanon johtamista. Toteutumattoman strategian ratkaisuna ei välttämättä ole uuden strategian määrittäminen, vaan organisaation kyvykkyyden ja strategisten tavoitteiden välisen kuilun arviointi ja strategisten kyvykkyyksien kehittäminen. Organisaation strateginen valmius kuvaa onko organisaatiolla strategian toimeenpanon ja kyvykkyyksien vahvistumisen edellyttämät johtamisprosessit ja -käytännöt. Tutkimuksen lähtökohtana oli kyvykkyyden johtamismalli (People Capability Maturity Model, P-CMM). Sitä testattiin yhteistyössä 19 eri organisaation kanssa. Organisaatiot toimivat energia-, elektroniikkateollisuus-, metsäteollisuus-, metalliteollisuus-, terveydenhuolto- ja koulutusaloilla sekä valtion, kunnan ja aluetoimijasektoreilla. Testauksen tarkoituksena oli tutkia johtamismallin toimivuutta kyvykkyyden johtamiseksi. Johtamismalli osoittautui kuitenkin riittämättömäksi. Siksi sitä laajennettiin konstruktiivisella menetelmällä strategiakeskeisen kyvykkyyden johtamismalliksi.

本研究利用「平衡計分卡」之觀念，以我國中、小型產險業為對象，探討及建議其建立策略核心組織之相關作法。首先以總體性的經營危機，喚醒業界對「經濟任務」之關注，而平衡計分卡經評估與實證之經驗為最有效的策略執行工具，提供了經濟任務達成之具體藍圖。認識「平衡計分卡」之關鍵精神外，業界必須從基本體認「策略管理」理論主張，再深入分析計分卡轉化策略為營運架構的五個構面：財務面、顧客面、績效行銷面、內部流程面及學習與成長面。接著，以正確的認知，構築策略地圖與計分卡-策略規劃流程圖與績效衡量系統(法則一)，它強化了企業策略執行面的語言，並奠定推展「策略核心組織」之後續法則基礎：法則二、以策略為核心整合組織資源、法則三，將策略落實為每個人的日常工作、法則四、讓策略成為持續性循環流程、法則五，由高階領導帶動變革，透過這些法則流程引導產險業「變革計劃」之執行。其中，以筆者創意之目標市場：「溫心小棧」為本研究之主要差異化策略、並利用績效行銷構面中之計量模型，在一定前提性假設下，估算出每張保險單之實效額以及示範性之部門間「服務協約」、整合性獎勵辦法、修正式預算制度等，使業界於應用平衡計分卡時具實務上之可行性。 關鍵字：平衡計分卡、策略核心組織、經濟任務、五個構面、變革計劃、溫心小棧 / This thesis undertakes the Balanced Scorecard (BSC) concept to examine the issues related to establishing a strategy-focused organization for the small and medium non-life insurance companies in Taiwan. It emphasizes on the issue of macro-business crisis and intends to awake the target companies' perception on their economy mission. The BSC is one vehicle in strategy implementation based upon survey and practical application, and able to accomplish economy mission of target companies with streamlined map. With respect of the BSC fundamentals, target companies need to understand the basic proposition of strategy management planning, then analyze five perspectives of the BSC, namely finance, customer, performance, marketing,internal, and learning and growth. With the above perceptions, the following rules need to be undertaken： establishing a strategy map and scorecard (rule 1), integrating resources of organizations under the strategy (rule 2), transforming the strategy into the staff’s routine job (rule 3), making the strategy as a continuing procedure (rule 4) and conducting a change plan by the senior management (rule 5). As the conclusive recommendation, certain mechanisms integrated for facilitating practical availability are submitted to small and medium non-life insurance companies in Taiwan： 1. Key differentiated strategy - targeted markets： a “Sweet Inn”; 2. Merit evaluated based on certain assumptions; 3. Demonstrated service agreements among units； 4. Integrated compensation system; and 5. Revised budgeting plans. Keywords: The Balanced Scorecard、The Strategy-Focused Organization、Economy Mission、Five Perspectives、Change Plan、Sweet Inn