36 resultados para Internal business processes


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Internal Communications, a central theme of this project, it is essential to support a transparent and effective cooperation between organization and em ployee. In companies with Quality Management System, as certified in ISO 9001, need to adhere to the quality not only in its management policy, but as in all of its processes and the various agencies in which there is interaction, especially the internal. This paper aims to reflect on the interaction with the internal audience, paying attention to the fact that the information required and the strategic management of public relations positively interfere in the relationship between organization and employe e and the resulting benefits that these entail in quality management. The demonstration of the policies employed by the company Vien a Grafica & Editora as the basis for developing a model suggestive of internal communication in business quality. Thus, we intend to understand how effective communication arouses feelings of motivation and engagement among employees, so there is the realization of quality in all organizational sectors

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Many researchers emphasize the increasing dynamics of business globalization, virtually as a new order of driving rules to be considered and included regarding operations management. In this sense, and trying to attain a set of suitable competitive conditions according to the needs of their business, the very internal processes of management and decision making have been growing in terms of complexity and range of issues to be considered. To do so, it is important to understand and absorb possible changes in competitive conditions as they arise. This paper aims to present a conceptual model and a case study to illustrate the assessment of the relationships involving actors within an operations network. The understanding of the basis behind these relationships and the identification of the existing hierarchic profile governing them, represent primary items to be considered embedded in a decision making system. The results obtained suggest the possibility to make use of the proposed model as an auxiliary tool to assess existing relationships within an operations network.

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This paper studies the communication and information management in the perspective of corporate social responsibility. We assume that a company becomes socially responsible when it’s necessary implementing a communication and information policy able to align their business management processes to social responsibility policies, thus creating the necessary, fundamental synergy to their audiences. We raised the hypothesis that corporate social responsibility, in order to be incorporated on a business process management, necessarily involves a transformation in the form of information management and communication - understood as strategic skills which enable the generation of knowledge creation value and the acquisition of awareness of ethical conduct and company's corporate organizational culture as a mirror, reflected to its internal and external audiences. Therefore, this study was supported by a case study in a retail company in Bauru city, regarded as a socially responsible company. Thus, we proceeded to develop a descriptive-exploratory field research, by using the technique of structured interviews which were conducted with the most representative considered leaders of the company - management, store managers, responsible CSR department and advertising agency

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The quantitative research conducted on communication in organizations from bauruenses has served as inspiration for: the development of applied research regarding Brazilian organizational reality, to the communication courses and on the improvements in the communication aspect of the organizations in the region. The goal is to provide information related t the role of organizational communication and the public relations role in this process, measuring the empowerment of this community. The mapping methodology is based on structured questionnaires in order to capture ordinary factors, active and retroactive, from the communication processes such as: relationship types, channels and media, degree of interaction and interdependence between the parties; types of public involved in the process and the expectations of the organization in relation to goals, objectives, actions, events and activities programmed in communication. For the delineation of a reflective proposal from the data, we chose to work on analyzing three dimensions: the strategic communication, linked to the business model and information technologies; the internal communication, linked to culture, to the organizational structure and management that implies the new paradigms of relationship; and lastly, the intention to materialize the collected data on indicators and scales from attributes caused or inhibited from the excellent communication, including evaluation of the practice of Public Relations. This article presents the main results related to micro companies in Bauru, São Paulo.

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The primary objective of this study was to verify the existence of internal organization and processes influencing the decisions on adoption, choice, justification and implementation of innovative practices of scientific and technical activities undertaken in the elaborates of sugar, ethanol and energy companies of the midwest of the state of Sao Paulo. Using multivariate analysis of principal components and clusters, the variables were analyzed and the companies, classified. The taxonomy model adapted to contemporary situations described by Freeman (1975), was the 'parameter used with research information in personal interviews by semi-structured questionnaires. The investigated activities constituted of: basic research; applied research; experimental development; scientific and technical information; long-term planning. The variables analyzed were: production processes, operating systems, development of new products, projects and implementation of pilot plant for new products, development, knowledge, studies of other business segments, number of innovations, and the number of existing employees in the organizational structure for these purposes. It was concluded that the best companies with innovative attitudes are those that have incorporated into their organizational the structures, practices and techniques of scientific activities.

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Pós-graduação em Agronegócio e Desenvolvimento - Tupã