7 resultados para managerial abilities

em Repositório digital da Fundação Getúlio Vargas - FGV


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Os museus federais, de um modo geral, nas duas últimas décadas, têm apresentado resultados satisfatórios no desempenho de sua missão básica - preservação e difusão do acervo que detêm - sem, necessariamente, contar para isso com apoio e recursos governamentais expressivos. Ao contrário, integrantes de uma área de governo sabidamente desfavorecida de recursos orçamentários, bem como de interesse político, desprovida, ainda, de quadros altamente qualificados, desenvolveram soluções próprias e um estilo peculiar de gestão para lidar com essas dificuldades crônicas. Tais soluções gerenciais (Associações de Amigos, criatividade, abnegação, flexibilidade, intensa participação etc.), alinhadas com um modo orgânico de funcionamento e adequadas até então, acobertam, de uma maneira sutil e arriscada, um quase absoluto despreparo profissional para a implementação de sistemas de controle gerencial orientados para resultados - gestão estratégica, programação e orçamentação, controle de qualidade, capacitação técnica e gerencial, indicadores de resultados e avaliação de programas etc. A crescente concorrência de outros meios de entretenimento e lazer, o aperto no controle do déficit público e a conseqüente pressão no sentido da publicização dessas atividades (fortes candidatas a virarem organizações sociais), somados ao esperado crescimento da cobrança social pela accountabilíty de seus dirigentes formam um cenário nada promissor para essas instituições, até então, imunes aos escândalos ou, pelo menos, a uma avaliação menos favorável pela população e demais stakeholders. O julgamento ainda vigente em grande parte de sua elite técnica de que não existe inteligência no mundo da administração, um mal necessário e de convívio difícil com as artes, reforça o belo desafio a ser enfrentado nos próximos anos pelos dirigentes dessas instituições.

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The purpose of this study is to analyze the effects of the productive reorganizations occurred at Companhia Siderúrgica de Tubarão (located in the State of Espirito Santo, Brazil), during the 90¿s, regarding the professional qualification of its work force.The purpose is to describe and to explain the process of changes effected in the productive structure of the company and its connections with the changes that took place in the siderurgy in general. It is against the context of the deep changes - technological, managerial, of productive processes, in logistics, etc. occurred in the last decade that the problems of professional qualification of CST's work force are focused. To explore it, the supported hypothesis is that the productive reorganizations CST passed during the 90's had imposed the need of a broader qualification of its work force, in terms of formal education (upper, average, basic level), and in terms of technical abilities required by the production.The research development is anchored in a methodology that combines the following methods: bibliographical, documental and fieldwork, with a qualitative approach, in the scope of case study.

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How do shareholders perceive managers who lever up under a takeover threat? Increasing leverage conveys good news if it reflects management's ability to enhance value. It conveys bad news, though, if inefficient managers are more pressured to lever up. This paper demonstrates that negative (positive) updating prevails when takeover costs are small (large). Managers who leve r up to end a takeover threat thus may commit to an increase in the firm's value and yet increase their chances of being replaced by their shareholders. The model predicts that intraindustry leverage is less dispersed when takeover costs are low.

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This paper compares the effects on corporate performance and managerial self-dealing in a situation in which the CEO reports to a single Board that is responsible for both monitoring management and establishing performance targets to an alternative in which the CEO reports to two Boards, each responsible for a different task. The equilibrium set of the common agency game induced by the dual board structure is fully characterized. Compared to a single board, a dual board demands less aggressive performance targets from the CEO, but exerts more monitoring. A consequence of the first feature is that the CEO always exerts less effort toward production with a dual board. The effect of a dual board on CEO self-dealing is ambiguous: there are equilibria in which, in spite of the higher monitoring, self-dealing is higher in a dual system. The model indicates that the strategic interdependence generated by the assignment of different tasks to different boards may yield results that are far from the desired ones.

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We develop a model in which managers choose whether or not to reveal their “vision” for the future of their companies. Visionary managers are valuable because they generate incentives for workers to develop profitable innovations for the firm. However, managerial vision is not necessarily credible. After workers have invested in developing ideas, there is no a priori reason for a manager to keep her earlier promises when new contingencies arise and make it profitable to change the firm’s strategic direction. We show that credible managerial vision will arise in equilibrium when managers have career concerns. In order to credibly implement their visions, managers issue public “mission statements” to motivate workers. Mission statements are not legally binding contracts and their value comes solely from their effects on managerial opportunities outside the firm. Among the new implications of the model, we show that managerial vision is more likely to be credible in industries in which managerial turnover is high and in which the managerial skill premium is high. Differently from the related literature that take managerial biases as exogenous, we show not only that biases increase workers’ incentives, but also that the need to provide incentives to workers increases managers’ incentives to become credible visionaries.

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The role of maritime transportation within international trade was drastically revamped during the inception of the globalization process, which enhanced the contribution of ports in world economy as main logistics gateways for global production and trade. As a result, the relationship between ports and governments has changed. Devolution ideologies that had been applied in other industries decades ago were now being considered by governments for the port industry. Many central governments sought to extract themselves from commercial activities of ports and devolving this responsibility to local governments, communities or private entities. The institution of devolution programs also changed the governance structures of ports further influencing port performance. Consequently, the recent worldwide trend towards devolution in the port industry has spawned considerable variety of governance models that are now set in place around the world. While some countries opt for more decentralized structures others prefer to retain a centralization of powers. In this way some governments consider local features and national integration more than others, which ultimately influence the success of a port reform implementation. Nevertheless, the prime intent of governments is now to maximize the efficiency and performance of their domestic ports. This issue intends to examine the changed port governance environment in Brazil by determining how and why imposed port reforms of the Brazilian federal government have been affecting the overall performance of the national port system, over the last decades, using the Port of Santos as a sample upon an exploratory study. For that, the study will use a contingency theory-based framework – the Matching Framework - that views port performance as a function of the fit among the dimensions of external operating environment, strategy and structure of a port organization. In essence, the greater the fit among these dimensions the better the expected performance of a port will be, and vice-versa. Port managers, government officials and academics alike shall be interested in this document.

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Since some years, mobile technologies in healthcare (mHealth) stand for the transformational force to improve health issues in low- and middle-income countries (LMICs). Although several studies have identified the prevailing issue of inconsistent evidence and new evaluation frameworks have been proposed, few have explored the role of entrepreneurship to create disruptive change in a traditionally conservative sector. I argue that improving the effectiveness of mHealth entrepreneurs might increase the adoption of mHealth solutions. Thus, this study aims at proposing a managerial model for the analysis of mHealth solutions from the entrepreneurial perspective in the context of LMICs. I identified the Khoja–Durrani–Scott (KDS) framework as theoretical basis for the managerial model, due to its explicit focus on the context of LMICs. In the subsequent exploratory research I, first, used semi-structured interviews with five specialists in mHealth, local healthcare systems and investment to identify necessary adaptations to the model. The findings of the interviews proposed that especially the economic theme had to be clarified and an additional entrepreneurial theme was necessary. Additionally, an evaluation questionnaire was proposed. In the second phase, I applied the questionnaire to five start-ups, operating in Brazil and Tanzania, and conducted semi-structured interviews with the entrepreneurs to gain practical insights for the theoretical development. Three of five entrepreneurs perceived that the results correlated with the entrepreneurs' expectations of the strengths and weaknesses of the start-ups. Main shortcomings of the model related to the ambiguity of some questions. In addition to the findings for the model, the results of the scores were analyzed. The analysis suggested that across the participating mHealth start-ups the ‘behavioral and socio-technical’ outcomes were the strongest and the ‘policy’ outcomes were the weakest themes. The managerial model integrates several perspectives, structured around the entrepreneur. In order to validate the model, future research may link the development of a start-up with the evolution of the scores in longitudinal case studies or large-scale tests.