As pessoas na organização e o (re)alinhamento estratégico: o modelo de gestão da Alesat combustíveis em Natal/RN

Este trabalho consiste num estudo de caso na empresa Alesat cujo objetivo geral foi compreender o modelo de gestão de pessoas adotad por uma empresa norteriograndense à luz do modelo estratégico de gestão de pessoas. O estudo baseouse na literatura de Albuquerque (2002); Ashton, Haffenden e Lambert (2004); Fischer (2002); Legge (1995); Mascarenhas (2008); Tanure, Evans e Pucik (2007), Ulrich (2000) e Vasconcelos (2006), dentre outros, paa apreender como os profissionais que atuam no delineamento de estratégias e operacionalização das ações de recursos humanos concebem o seu posicionamento e eventual alinhamento à estratégia organizacional. O método analisou e descreveu o modelo de gestão de pessoas da empresa campo do estudo. A coleta de dados contou com a realização de entrevistas semi-estruturadas com os 05 gestores de RH que atuam na matriz (Natal/RN). Também foram coletados dados secundários, além de documentos e comunicações internas da empresa que tocam ao RH. Os dados coletados foram analisados à luz da análise de conteúdo de Bardin (1977). Através da análise, foi possível identificar políticas e práticas de RH que perpassam um modelo de gestão de pessoas bem definido e consolidado, com impactos mensuráveis no desempenho organizacional. Percebeu-se, também, a forte disseminação de uma cultura organizacional com foco no posicionamento estratégico e na informalidade e proximidade das relações, que permeiam o modelo de gestão de pessoas. Concluiuse a coerência entre as políticas estratégicas da empresa e as de recursos humanos. A pesquisa apreendeu as interfaces do modelo de gestão estratégica de pessoas da empresa; estas implicam uma alternância entre pensamentos e atitudes vinculados à versão hard, onde o papel das prática de RH é garantir que as pessoas alcancem os objetivos empresariais; e à versão soft, onde o papel do RH é desenvolver o capital intelectual e humano para diversificar os negócios e alcançar resultados sustentáveis e diferenciados. O salto qualitativo atingido pela Ale pode ser atribuído ao fato de possuir um RH situado hierarquicamente na alta cúpula da empresa, em posição de consultoria interna o que oferece perspectivas de atuação que vão muito além das rotinas operacionais desenvolvidas por boa parte das empresas no Brasil

Estratégia de operações no varejo: um estudo sobre perfilar mercado, produto e operações no setor de supermercados

The objective of this Thesis is to investigate the strategic alignment between market end operations in the retail supermarket sector applying the concept product profiling by Hill (1993). To the developing was utilized a methodology of the cases study had were a evolvement if the action research into on of the RedeMais supermarkets. Through the interview, discussion and direct action became possible collect information necessary to direction this work, absorbing and understanding the methodology and thought form, action and management. This work contribute to development the create of the model adapted of the manufactory to service, the product matrix of the Hill, in which serve a tool to uncover the origins of misalignment that occur over time and to illustrate the phenomenon to executives gone support to decision

Uma abordagem para promover o alinhamento entre a estratégia de negócio e a tecnologia de informação

Currently with the increase in complexity in doing business, organizations are seeking information systems that help to quickly respond to new demands in the processes of production of products and services. An information system is no longer just a support tool and has become an integral part of doing business. However, in spite of significant technological evolution in recent years, information systems that support business do not respond efficiently to the constant alterations that occur in many organizations. One of the main problems faced by information systems currently is the lack of strategic alignment between business strategy and information technology. The concept of strategic alignment can be defined as a way between business strategies and objectives and the strategies, objectives and functions of information technology in such as way as to contribute to the increase in competitivity of the organization over time. Strategic alignment together with strategic planning are important management instruments. Approaches for operationalizing this alignment are being developed currently but are still in their initial stages due to the fact that it is a relatively new concept in the literature. Another point that needs to be taken into consideration during the strategic alignment is the question of trackability between the business elements and IT. Trackability (Tracking) is necessary for example when one wishes to know exactly which goal defined in the business strategy was left out or not accepted due to a modification made in the IT strategy. Very few proposals present concrete ways supported by software systems in order to obtain strategic alignement while taking into consideration this trackability. Therefore the objective of this work is to propose the creation of a strategic alignment process supported by a software system which is capable of permitting trackability between the organizational objectives and the business processes based on formalization standards defined through a model oriented approach

Alinhamento estratégico da TI: o caso da UFRN

It is considered that the Strategic Alignment IT is the first step within the IT Governance process for any institution. Taking as initial point the recognition that the governance corporate has an overall view of the organizations, the IT Governance takes place as a sub-set responsible for the implementation of the organization strategies in what concerns the provision of the necessary tools for the achievement of the goals set in the Institutional Development Plan. In order to do so, COBIT specifies that such Governance shall be built on the following principles: Strategic Alignment, Value Delivery, Risk Management, Performance Measurement. This paper aims at the Strategic Alignment, considered by the authors as the foundation for the development of the entire IT Governance core. By deepening the technical knowledge of the management system development, UFRN has made a decisive step towards the technical empowerment needed to the “Value Delivery”, yet, by perusing the primarily set processes to the “Strategic Alignment”, gaps that limited the IT strategic view in the implementation of the organizational goals were found. In the qualitative study that used documentary research with content analysis and interviews with the strategic and tactical managers, the view on the role of SINFO – Superintendência de Informática was mapped. The documentary research was done on public documents present on the institutional site and on TCU – Tribunal de Contas da União – documents that map the IT Governance profiles on the federal public service as a whole. As a means to obtain the documentary research results equalization, questionnaires/interviews and iGovTI indexes, quantitative tools to the standardization of the results were used, always bearing in mind the usage of the same scale elements present in the TCU analysis. This being said, similarly to what the TCU study through the IGovTI index provides, this paper advocates a particular index to the study area – SA (Strategic Alignment), calculated from the representative variables of the COBIT 4.1 domains and having the representative variables of the Strategic Alignment primary process as components. As a result, an intermediate index among the values in two adjacent surveys done by TCU in the years of 2010 and 2012 was found, which reflects the attitude and view of managers towards the IT governance: still linked to Data Processing in which a department performs its tasks according to the demand of the various departments or sectors, although there is a commission that discusses the issues related to infrastructure acquisition and systems development. With an Operational view rather than Strategic/Managerial and low attachment to the tools consecrated by the market, several processes are not contemplated in the framework COBIT defined set; this is mainly due to the inexistence of a formal strategic plan for IT; hence, the partial congruency between the organization goals and the IT goals.

Serviço de nuvem pública e sua relação com os arranjos de governança de TI e o alinhamento estratégico

Increasingly, the Information Technology (IT) has been used to sustain the business strategies, causing increased its relevance. Therefore IT governance is seen as one of the priorities of organizations at the time. The search for strategic alignment between business and IT is debated as a factor for business success, but even with that importance, usually the main business managers are reluctant to take responsibility for decisions involving IT, mainly due to the complexity of your infrastructure. Since cloud computing is being seen as an element capable of assisting in the implementation of organizational strategies, because their characteristics enable greater efficiency and agility in IT, and is considered as a new computing paradigm. The main objective of the analyze the relationship between IT governance arrangements and strategic alignment with the infrastructure as a service (IaaS) of public cloud computing. Therefore, an exploratory, descriptive and inferential was developed, with approach to the problem of quantitatively research, with descriptive survey method and cross section. An electronic questionnaire that was applied to the ISACA chapters Associates of São Paulo and the Distrito Federal, totaling 164 respondents was used. The instrument used based on the theories of Weill and Ross (2006) for array of IT governance arrangement; Henderson and Venkatraman (1993) and Luftman (2000), for maturity of the strategic alignment model; and NIST (2011 b), ITGI (2007) and CSA (2010) for infrastructure maturity as a service (IaaS) public in its essential characteristics. As regards the main results, this research proved that with public IaaS decision-making structures have changed, with a greater participation of senior executives in all five key IT decisions (IT governance arrangement array) including more technical decisions as architecture and IT infrastructure. With increased participation of senior executives the decrease was also observed in the share of IT specialists, characterizing the decision process with the duopoly archetype (shared decision). With regard to strategic alignment, it was observed that it changes with cloud computing, and organizations with public IaaS, a maturity of strategic alignment with statistically significant and greater difference when compared to organizations without IaaS. The maturity of public IaaS is at the intermediate level (level 3 - "defined process"), with the elasticity and measurement achieved level 4 - "managed and measurable" It was also possible to infer in organizations with public IaaS, there are positive correlations between the key decisions and the maturity of IaaS, especially at the beginning, architecture and infrastructure, and the archetypes involving senior executives and IT specialists. In the correlation between the maturity and mature strategic alignment of public IaaS therefore the higher the strategic alignment, the greater the maturity of the public IaaS and vice versa.

As pessoas na organização e o (re)alinhamento estratégico: o modelo de gestão da Alesat combustíveis em Natal/RN

Este trabalho consiste num estudo de caso na empresa Alesat cujo objetivo geral foi compreender o modelo de gestão de pessoas adotad por uma empresa norteriograndense à luz do modelo estratégico de gestão de pessoas. O estudo baseouse na literatura de Albuquerque (2002); Ashton, Haffenden e Lambert (2004); Fischer (2002); Legge (1995); Mascarenhas (2008); Tanure, Evans e Pucik (2007), Ulrich (2000) e Vasconcelos (2006), dentre outros, paa apreender como os profissionais que atuam no delineamento de estratégias e operacionalização das ações de recursos humanos concebem o seu posicionamento e eventual alinhamento à estratégia organizacional. O método analisou e descreveu o modelo de gestão de pessoas da empresa campo do estudo. A coleta de dados contou com a realização de entrevistas semi-estruturadas com os 05 gestores de RH que atuam na matriz (Natal/RN). Também foram coletados dados secundários, além de documentos e comunicações internas da empresa que tocam ao RH. Os dados coletados foram analisados à luz da análise de conteúdo de Bardin (1977). Através da análise, foi possível identificar políticas e práticas de RH que perpassam um modelo de gestão de pessoas bem definido e consolidado, com impactos mensuráveis no desempenho organizacional. Percebeu-se, também, a forte disseminação de uma cultura organizacional com foco no posicionamento estratégico e na informalidade e proximidade das relações, que permeiam o modelo de gestão de pessoas. Concluiuse a coerência entre as políticas estratégicas da empresa e as de recursos humanos. A pesquisa apreendeu as interfaces do modelo de gestão estratégica de pessoas da empresa; estas implicam uma alternância entre pensamentos e atitudes vinculados à versão hard, onde o papel das prática de RH é garantir que as pessoas alcancem os objetivos empresariais; e à versão soft, onde o papel do RH é desenvolver o capital intelectual e humano para diversificar os negócios e alcançar resultados sustentáveis e diferenciados. O salto qualitativo atingido pela Ale pode ser atribuído ao fato de possuir um RH situado hierarquicamente na alta cúpula da empresa, em posição de consultoria interna o que oferece perspectivas de atuação que vão muito além das rotinas operacionais desenvolvidas por boa parte das empresas no Brasil