A abertura comercial brasileira e o impacto no processo gerencial das micro e pequenas empresas do setor de confecção do Espírito Santo

ESTA MONOGRAFIA OBJETIVOU IDENTIFICAR ATÉ QUE PONTO A ABERTURA DO MERCADO BRASILEIRO AFETOU O PROCESSO GERENCIAL DAS MICRO E PEQUENAS EMPRESAS DO SETOR DE CONFECÇÃO DO ESPÍRITO SANTO. UTILIZOU-SE METODOLOGIA DIVERSIFICADA CONSISTENTE DE REVISÃO BIBLIOGRÁFICA SOBRE O TEMA, ANÁLISE E INTERPRETAÇÃO DE DADOS FORNECIDOS PELO SEBRAE-ES, IBGE E UNIVERSIDADE FEDERAL DO ESPÍRITO SANTO (UFES) E PESQUISA DE CAMPO EM QUE FORAM ENTREVISTADOS EMPRESÁRIOS DO SETOR DE CONFECÇÃO EM MUNICÍPIOS DO ESTADO. PELO ESTUDO, CONCLUI-SE QUE: O PROCESSO DE GLOBALIZAÇÃO TEM AFETADO A ECONOMIA BRASILEIRA E, PARTICULARMENTE, A CAPIXABA; EM RELAÇÃO AO SETOR DE CONFECÇÃO, O IMPACTO DA GLOBALIZAÇÃO NÃO TEM SIDO ACENTUADO; E O PROCESSO GERENCIAL DAS MICRO E PEQUENAS EMPRESAS DO RAMO DE CONFECÇÃO NO ESTADO, SURGIU COMO UMA DAS PRINCIPAIS CAUSAS DA FRAGILIDADE E INEFICÁCIA DO SETOR, TORNANDO-SE INADIÁVEIS E IMPERATIVAS AÇÕES QUE PROPICIEM O DESENVOLVIMENTO GERENCIAL, A FIM DE PERMITIR-LHE CONTRIBUIR PARA A DISTRIBUIÇÃO SOCIAL DOS MEIOS DE PRODUÇÃO.

Planejamento estratégico: aplicação nas micro e pequenas empresas

The Strategic Planning is the managerial process that it makes possible to establish one heading for being followed by the company, with views to obtain an optimization level in this relationship with the external atmosphere. In the small company¿s improvement the general performance of the results and the use of resources, however it is still little known and used. These organizations need administration tools to be capable to promote the business growth and to guarantee the survival more and more in this market competitive. This way, it is done necessary to approach the strategic planning in a complex less way and the objective of this research is to provide larger knowledge regarding the Strategic Planning in the personal computer and small companies, to verify the limitations in the implantation, to analyze the reasons for the low effectiveness of the use in companies of this load and to identify the consultants interviewees close to the best way to implant it. The understanding of these limitations aids the small intrepreneur and the consultant in the implantation of the strategic planning as increment of competitiveness as this use provides reflections, guidelines for the activities of the organization, as well as it makes possible adaptation and answer capacity to the changes of the market.

O estrategista brasileiro da micro, pequena e média empresa privada nacional

The leadership of American literature in the field of business strategy and its consequent influence on the scientific and entrepreneurial world in Brazil is a real fact. It's also true that the major theories in strategy, especially from the classic school, the oldest and most influent in this field, were originated from empirical studies in large ¿ if not giant ¿ companies, many of them currently present in Brazil. The micro, small and medium Brazilian companies, of well known social and economical importance to the country, and its strategists are certainly not inert to this knowledge, but it doesn¿t necessarily means it can be applied with success in such different context. Previous studies indicate that this strategist makes use of intuition and is not very friendly with bureaucratic controls, but, in reality, the profile of this Brazilian executive is still unknown. Naturally, we do not expect this profile to be static in time, but reactive to changes on business environment, especially with the current globalization process. This research, aiming at knowing the profile of the Brazilian strategist of micro, small and medium companies and through an intensive revision on strategy literature, has built a mathematical model by the use of factor analysis, that can be applied in future studies. A new typology to understand the strategic thinking of these leaders is proposed. The conclusion shows that, for the executives in this research, intuition is not predominant on their decisions. Although more rational than intuitive, they refuse the idea of being purely rational. Besides, in the strategy formation process, they tend to have a collective spirit rather than deciding alone and to believe in the importance of being formal, planning and registering their intentions.

Study of the innovation management process in the development of a discontinuous product case: Motorola RAZR V3

This study will collaborate by bringing some detailed analysis and findings on a special case study of a discontinuous product development process, trying to answer how the discontinuous product development process takes place and the main factors that influence this process. Additionally, it tried to explore some explanations for the difficulties generally faced by the companies to sustain innovation. The case is about the Motorola cell phone RAZR V3, launched in 2004. RAZR V3 was noted by industry experts as game-changing feat of design and engineering, selling more than 110 million units by end of 2008 and recognized as one of the fastest selling products in the industry. The study uses a single case methodology, which is appropriate given the access to a phenomenon that happened inside corporate dominium and it is not easily accessed for academic studies, besides being a rare case of success in the cellular phone industry. In order to magnify the understanding of the phenomenon, the exploration was extended to contrast the RAZR development process and the standard product development process in Motorola. Additionally, it was integrated a longitudinal reflection of the company product development evolution until the next breakthrough product hitting the cellular phone industry. The result of the analysis shows that discontinuous products do not fit well traditional product development process (in this case, stage-gate). This result reinforces the results obtained on previous studies of discontinuous product development conducted by other authors. Therefore, it is clear that the dynamics of discontinuous product development are different from the continuous product development, requiring different treatment to succeed. Moreover, this study highlighted the importance of the management influence in all the phases of the process as one of the most important factors, suggesting a key component to be carefully observed in future researches. Some other findings of the study that were considered very important for a discontinuous product development process: have champions (who believe and protect the project) and not only one champion; create a right atmosphere to make flow the creative process; question paradigms to create discontinuous products; simple guiding light to focus the team; company culture that accepts and knows how to deal with risks; and undoubtedly, have a company strategy that understands the different dynamics of continuous and discontinuous product development processes and treat them accordingly.