810 resultados para Innovation Management Process


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Dissertação (mestrado)—Universidade de Brasília, Faculdade de Agronomia e Medicina Veterinária, Programa de Pós-Graduação em Agronegócios, 2015.

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Each two years the amount of available information in the world double. This is the Information Age, where the success depends on what one knows, not on what one has. A new economy appears with the capacity to generate, to store, to process and to apply effectively the knowledge, based on information, determining the companies productivity and competitiveness.The objective of this work is to understand the information management model of a technological research institute - CTGÁS (Gas Technology Center). The research has been done focused on the 5 main processes and the 15 support processes of the organization value chain , aiming to understand the information management in the organization based on Davenport´s Information Management model (1998). Therefore, it was necessary to identify how the necessary information for the organizational processes accomplishment are determined, obtained, distributed and used by the organization. The research can be classified as descriptive, regarding to its aims, and as a case study, related to the research ways. Interviews with the managers of the organization value chain processes have been carried through, with the objective to identify how they perceive the Information Management process that circulates in the organizational processes. Complementarily, a documentary research has been carried through, associated to the direct observation and procedures and actions follow up, involving the Information Management. The data treatment and analysis have been done from the authors theoretical support and from the managers interviews analysis, documents and processes observed by the researcher in the organization. It was noticed that the organization has raised its level of information needs that are not difficult to be determined and are satisfactorily obtained and distributed, although the majority of them are not structuralized, automatized or even classified regarding to its confidence. These peaces of information have good quality and are important, however they reflect a medium dependence on external and informal information, besides being used only in its great majority for people to know what and how to do something

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The information technology - IT- benefits have been more perceived during the last decades. Both IT and business managers are dealing with subjects like governance, IT-Business alignment, information security and others on their top priorities. Talking about governance, specifically, managers are facing it with a technical approach, that gives emphasis on protection against invasions, antivirus systems, access controls and others technical issues. The IT risk management, commonly, is faced under this approach, that means, has its importance reduced and delegated to IT Departments. On the last two decades, a new IT risk management perspective raised, bringing an holistic view of IT risk to the organization. According to this new perspective, the strategies formulation process should take into account the IT risks. With the growing of IT dependence on most of organizations, the necessity of a better comprehension about the subject becomes more clear. This work shows a study in three public organizations of the Pernambuco State that investigates how those organizations manage their IT risks. Structured interviews were made with IT managers, and later, analyzed and compared with conceptual categories found in the literature. The results shows that the IT risks culture and IT governance are weakly understood and implemented on those organizations, where there are not such an IT risk methodology formally defined, neither executed. In addition, most of practices suggested in the literature were found, even without an alignment with an IT risks management process

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The goal of this research is to check if the strategic planning developed between 2001 and 2009 into the State University of Para (Universidade Federal do Pará - UFPA) was consolidated into its Academic Centers as a management practice. To this end, we identified the planning formalization degree of the Academic Centers, the conceived tools for the planning, the conception and the methodological process used in the tools elaboration, as also its implementation. The research used a qualitative approach: it is descriptive and it uses the case study technique. The data were gathered from primary and secondary sources, through bibliography, documents, and field researches through semi-structure interviews. The analysis and data interpretation were done by each investigated Academic Center from the analytics categories guided by the specifics goals. We used theoretic fundamental based principles and the university as a study empiric reference based on its structure analysis, organizational processes and institutional strategic plan. We inspected how the strategic planning process was developed throughout the fixed period and how the investigated Academic Centers are from the collected documents and interviews. The theoretical foundation was built from three axis: the Brazilian undergraduate and posgraduate education system; the university itself including its singularity and complexity as an organization; and the planning as a strategic management process. The main results show us that the UFPA has updated regulatory milestones, presenting organizational structure, laws, instructions, manuals and deployed management model that give the strategic planning development conditions beyond its administration, i. e., into its Academic Centers. The centers also present those established milestones and develop the basic planning processes of the institution. Those processes are conceived based on the institutional strategic planning and the managers mainly use the procedural orientation defined by the university management, from where the conceptual foundation is originated and propagated. According to the literature and to the research done in this work, we can conclude that the Academic Centers from the UFPA developed the strategic planning practice. This planning is organized and founded and guided the plans and decisions which avoided the disordered management and, according to the managers, allowed the advances and performance improvement. We can conclude that the UFPA built an important foundation with respect to the management professionalization. On the other hand, we can not conclude that the management practice is consolidated since there are weaknesses into the structuring of the technical teams and there is not any management tool for the implementation of the elaborated plans

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The integration of Information and Communication Technologies (ICT) in the tourism industry is an essential element for the success of any tourism enterprise. ICTs provide access to information of tourism products from anywhere and at any time. Tour companies may also reach out to target customers around the world through a series of emerging technologies. This paper aims to make a review of the main key factors of ICT in Tourism. Aspects such as the quality of the website, Digital Marketing, Social Networking, Multimedia, Mobile Technologies and Intelligent Environments are discussed.

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Dissertação (mestrado)—Universidade de Brasília, Faculdade de Tecnologia, Departamento de Engenharia Civil e Ambiental, 2016.

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A gestão de uma organização, independentemente da sua natureza, representa na atualidade um grande desafio. Inicialmente, o sucesso no desenvolvimento do processo de gestão de uma organização depende, essencialmente, de uma estratégia bem formulada e implementada, mas no entanto, a longo prazo, este êxito só será possível se existir um mecanismo de monitorização que permita realizar ao longo do tempo uma avaliação do desempenho. O Balanced Scorecard (BSC), da autoria de Robert Kaplan e David Norton, na década de 90, surgiu inicialmente como uma metodologia de avaliação do desempenho e rapidamente começou a ser utlizado também como um sistema de gestão estratégica. Esta ferramenta pode ser utilizada nos mais variados tipos de organizações visto que pode ser adaptada às características e especificidades de cada uma. O presente estudo tem como objetivo adaptar o Balanced Scorecard a uma organização desportiva, as Piscinas da Associação Humanitária de Bombeiros Voluntários de Colares, de modo que, relativamente à metodologia empregue, este consiste num estudo de caso. Com o objetivo de suportar o estudo de uma forma coerente, foram utilizados como instrumentos de recolha de dados um conjunto de entrevistas e a análise documental. Como principal conclusão deste estudo retiramos que o BSC é de facto uma ferramenta muito útil para desenvolver a estratégia de uma organização e avaliar o seu desempenho.

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A tanulmány arra a kérdésre keresi a választ: hogyan válhat egy szervezet piacvezetővé, és hogyan tarthatja meg pozícióját hosszú távon? A kérdésre huszonöt különböző szektorban tevékenykedő piacvezető vállalat átfogó, több szintű kvalitatív módszertani vizsgálatával kapunk választ. A kutatás során több, mint száz, félig strukturált egyéni interjú, dokumentumelemzések és megfigyelések elemzése valósult meg QSR NVivo elemző szoftverrel. A tanulmány rávilágít arra, hogy a versenyképesség dinamikusan változó, idővel erodálódik, így megteremtése, illetve megújítása tudatos vezetői feladat. A kutatás fontos eredménye, hogy a menedzsereknek tudomásul kell venniük, hogy mind a termelékenységbe, mind az innovációba be kell fektetniük, amennyiben hosszú távon fenn akarják tartani iparági vezető pozíciójukat.

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A tanulmány alapgondolata az intellektuális tőke mérésének és értékelésének különválasztása értékelő és abból származtatott hasznosság függvények alkalmazásával az intellektuális tőkeelemek mutatószámrendszer alapú méréseiből kiindulva. A szerzők megközelítése lehetővé teszi, hogy a mérőrendszer által szolgáltatott mértékeket felülértékeljék a vállalat értékrendjét megtestesítő értékelő függvények segítségével. Ez utóbbi paramétereinek megfelelő kalibrálásával a vállalat intellektuális tőkeelemekre vonatkozó preferenciái jutnak kifejezésre, ezért a felülértékelés eredményeként az intellektuális tőkeelemek vállalati értékének egy jobb közelítését eredményezik.

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A vállalkozások közötti verseny egyre kiélezettebb. A versenyképesség egyik legfontosabb tényezője az emberi erőforrás, melynek tudása, kompetenciái jelentősen befolyásolják a vállalkozások sikerét. A szerzők véleménye szerint hosszú távon azok a vállalkozások maradhatnak életben, amelyek nem költségtényezőként, hanem lehetőségként tekintenek a humán erőforrásra és a tudásukat igyekeznek naprakész állapotban tartani, amelyhez a képzés elengedhetetlen. A cikkben kizárólag a vállalkozások vezetőinek önképzési szokásait vizsgálják, nem térnek ki az alkalmazottak képzési lehetőségeire. Az általuk feltárt szakirodalmak többségében a szerzők elsősorban a közép- és nagyvállalatok vezetőire koncentrálnak. A menedzsmentkurzusok, az MBA-képzések és a felsőoktatási intézmények által kínált képzések legfőbb bázisát is ez a csoport adja. Jelen tanulmányban a fentiektől eltérően elsősorban a mikro- és kisvállalkozások vezetőire fókuszálnak a szerzők. Arra keresik a választ, hogy ezek a vezetők a formális vagy az informális csatornák közül melyiket használják a szervezeti kérdések megválaszolásához, illetve a formális csatornák esetén milyen képzéseket részesítenek előnyben, és ez mennyire hozható kapcsolatba a vállalkozások méretével.

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Den här studien, som har bedrivits i samarbete med konsultföretaget Pipe, har studerat informationshanteringsprocessen hos småföretag inom retailbranschen. Företaget som ägnar sig åt butiksplanering med hjälp av CAD-program har idag ingen koppling mellan CAD-programmet och den molndatabas som lagrar information. Syftet med arbetet är att beskriva hur ett åtgärdsförslag skulle kunna se ut för att företaget ska kunna förbättra sin informationshantering genom användandet utav en molndatabas. Vi har även beskrivit problemområdet kring kopplingar mellanmolndatabaser och designprogram. För att besvara studiens syfte har vi genomfört en fallstudie, och svaret på forskningsfrågorna, 1. Hur ser informationshanteringsprocessen ut idag? 2. Hur kan informationshanteringsprocessen förbättras? 2. Vilka arbetssteg skulle kunna tas bort om företaget inför en koppling mellanmolndatabasen och designprogrammet? 3. Är en molnbaserad lösning ett möjligt alternativ för att använda för småföretag i retailbranschen? 4. Hur ser det ut i andra branscher som använder sig av CAD-program? Har vi hittat genom att genomföra intervjuer. Intervjuerna har hjälpt oss att genomföra en förändringsanalys där vi genom handlingsgrafer och mål- och problemlistor har kommit fram till ett antal åtgärdsförslag som företaget bör genomföra för att förbättra sin informationshanteringsprocess. Utifrån förändringsanalysen har vi kunnat dra slutsatsen att informationshanteringsprocessen skulle kunna förbättras och snabbas upp genom att införa en koppling mellan designprogrammet och en molndatabas. Detta skulle innebära att material automatiskt laddas upp från designprogrammet tillmolndatabasen, som även kunden har tillgång till. På så sätt samlas all information på ett och samma ställe. Genom litteraturstudier har vi också kommit fram till att en molnbaserad lösning vore möjligt för företaget, då det är en billig och smidig lösning för företag som inte har så stora resurser.

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Este trabajo tiene como objetivo fundamental identificar las tácticas de influencia que utiliza el señor Carlos Pérez, gerente y socio principal de G. & M., en su trato cotidiano con sus colaboradores, así como la reacción de estos últimos ante dichas tácticas.

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Process improvement and innovation are risky endeavors, like swimming in unknown waters. In this chapter, I will discuss how process innovation through BPM can benefit from Research-as-a-Service, that is, from the application of research concepts in the processes of BPM projects. A further subject will be how innovations can be converted from confidence-based to evidence-based models due to affordances of digital infrastructures such as large-scale enterprise soft-ware or social media. I will introduce the relevant concepts, provide illustrations for digital capabilities that allow for innovation, and share a number of key takeaway lessons for how organizations can innovate on the basis of digital opportunities and principles of evidence-based BPM: the foundation of all process decisions in facts rather than fiction.