Governança de TI nas universidades federais brasileiras: uma abordagem integrada

This research has as an objective to study the IT Governance in the Brazilian Federal Universities, discusses the relationships between the IT Governance (ITG) mechanisms and the noticed IT management development in those public institutions. The subject Information Technology Governance, is not only vast, but constitutes implications in most different operational and knowledge areas, being relevant to the Public Administration, as a part of Corporative Governance and the public related, evolves high investments, such as financial, structure and material and human resources. The universities are entities from Indirect Administration and essential actors in the knowledge developing and creating and on its managers. Theirs public administrative agents, responds for the managing public resources competence and to provide internal policy that determines how IT will allow a bigger alignment and reaching of institutions business. We highlight the role of universities that manage significant quantity of public resources to achieve its institutional purposes. Looking this way, this theoretical and empirical study has as its goal to design an ITG panorama in the Brazilian universities (67 universities), for the strategic alignment on governance actions and institutional development focusing on the efficiency of the public service offered by those institutions. Facing this research focus delimitation, the methodology process will evolve three investigative activities: (1) documental and bibliographical research, (2) questioning, and exploratory tool, to investigate the IT Governance and Management perception in the IFES, directed to IT executive responsible, as a data collection device and (3) research the availability of ITG information in institutes websites. This project contributes to the studies this subject; it investigates the relations that make the ITG as a business strategy and shows the implementation IT Governance, such as a tool to allow the viability of Corporate Governance. This way, expected to contributes to the Public Administration development, following the principle that to improve it’s needed diagnose, and then, offer better results to the society on this field of working.

La construcción de sentido (‘sensemaking’) de un entorno estratégico turbulento por parte de los altos directivos: un estudio en una multinacional automotriz

Este artículo presenta los resultados de una investigación realizada al interior de dos contextos. Por un lado, el teórico, en el marco de uno de los discursos más relevantes en los campos de la estrategia organizacional, de la managerial and organizational cognition (MOC) y, en general, de los estudios organizacionales (organization studies): la construcción de sentido (sensemaking). Por el otro, el empírico, en una de las grandes compañías multinacionales del sector automotriz con presencia global. Esta corporación enfrenta una permanente tensión entre lo que dicta la casa matriz, en relación con el cumplimiento de metas y estándares específicos, considerando el mundo entero, y los retos que, teniendo en cuenta lo regional y lo local, experimentan los altos directivos encargados de hacer prosperar la empresa en estos lugares. La aproximación implementada fue cualitativa. Esto en atención a la naturaleza de la problemática abordada y la tradición del campo. Los resultados permiten ampliar el actual nivel de comprensión acerca de los procesos de sensemaking de los altos directivos al enfrentar un entorno estratégico turbulento.

The effects of Australian tall poppy attitudes on American value based leadership theory

A survey study of twenty-two Australian CEOs and their subordinates assessed relationships between Australian leader motives, Australian value based leader behaviour, subordinate tall poppy attitudes and subordinate commitment, effectiveness, motivation and satisfaction (CEMS). On the whole, the results showed general support for value based leadership processes. Subsequent regression analyses of the second main component of Value Based Leadership Theory, value based leader behaviour, revealed that the collectivistic, inspirational, integrity and visionary behaviour sub-scales of the construct were positively related with subordinate CEMS. Although the hypothesis that subordinate tall poppy attitudes would moderate value based leadership processes was not clearly supported, subsequent regression analyses found that subordinate tall poppy attitudes were negatively related with perceptions of value based leader behaviour and CEMS. These findings suggest complex relationships between the three constructs, and the proposed model for the Australian context is accordingly amended. Overall, the research supports the need to consider cultural-specific attitudes in management development.

Desenvolvimento gerencial no setor p??blico: tend??ncias internacionais e organiza????es-l??deres

Pesquisa comparada realizada por iniciativa do Canadian Centre for Management Development que re??ne nove institui????es em diferentes pa??ses, incluindo a ENAP, direcionadas ao desenvolvimento gerencial no setor p??blico. A vers??o desta pesquisa oferece a possibilidade de ampliar o debate em torno das necessidades de apoiar o desenvolvimento de gerentes e dirigentes p??blicos

1?? Encontro Nacional das Escolas de Governo

Este documento apresenta uma s??ntese dos resultados do I Encontro Nacional de Escolas de Governo, realizado na Escola Nacional de Administra????o P??blica, ENAP, no dia 17 de julho de 2003, em Bras??lia.

21st century quality: Looking into the “Crystal ball”

The discussion of possible scenarios for the future of Quality is on the priority list of major Quality Practitioners Societies. EOQ – European Organization for Quality (EOQ, 2014) main team for its 58th EOQ-Congress held June 2014 in Göteborg was “Managing Challenges in Quality Leadership” and ASQ - American Society for Quality (ASQ, 2015) appointed “the Future of Quality” for Quality Progress Magazine November 2015 issue. In addition, the ISO 9001:2008 revision process carried by ISO/TC 176 aims to assure that ISO 9001:2015 International Standard remains stable for the next 10 years (ISO, 2014) contributing to an increased discussion on the future of quality. The purpose of this research is to review available Quality Management approaches and outline, adding an academic perspective, expected developments for Quality within the 21st Century. This paper follows a qualitative approach, although data from international organizations is used. A literature review has been undertaken on quality management past and potential future trends. Based on these findings a model is proposed for organization quality management development and propositions for the future of quality management are advanced. Firstly, a state of the art of existing Quality Management approaches is presented, for example, like Total Quality Management (TQM) and Quality Gurus, ISO 9000 International Standards Series (with an outline of the expected changes for ISO 9001:2015), Six Sigma and Business Excellence Models.Secondly, building on theoretical and managerial approaches, a two dimensional matrix – Quality Engineering (QE - technical aspects of quality) and Quality Management (QM: soft aspects of quality) - is presented, outlining five proposed characterizations of Quality maturity levels and giving insights for applications and future developments. Literature review highlights that QM and QE may be addressing similar quality issues but their approaches are different in terms of scope breadth and intensity and they ought to complement and reciprocally reinforce one another. The challenges organizations face within the 21st century have stronger uncertainty, complexity, and differentiation. Two main propositions are advanced as relevant for 21st Century Quality: - QM importance for the sustainable success of organizations will increase and they should be aware of the larger ecosystem to be managed for improvement, possibly leading to the emergence of a new Quality paradigm, The Civilizacional Excellence paradigm. - QE should get more attention from QM and the Quality professionals will have to: a) Master and apply in wider contexts and in additional depth the Quality Tools (basic, intermediate and advanced); b) Have the soft skills needed for its success; c) Be results oriented and better understand and demonstrate the relationships between approaches and results These propositions challenge both scholars and practitioners for a sustained and supported discussion on the future of Quality. “All things are ready, if our mind be so.” (Shakespeare, Henry V, circa 1599).

Référentiels des compétences et des métiers : une approche ontologique

Résumé La mondialisation des marchés, les mutations du contexte économique et enfin l'impact des nouvelles technologies de l'information ont obligé les entreprises à revoir la façon dont elles gèrent leurs capitaux intellectuel (gestion des connaissances) et humain (gestion des compétences). II est communément admis aujourd'hui que ceux-ci jouent un rôle particulièrement stratégique dans l'organisation. L'entreprise désireuse de se lancer dans une politique gestion de ces capitaux devra faire face à différents problèmes. En effet, afin de gérer ces connaissances et ces compétences, un long processus de capitalisation doit être réalisé. Celui-ci doit passer par différentes étapes comme l'identification, l'extraction et la représentation des connaissances et des compétences. Pour cela, il existe différentes méthodes de gestion des connaissances et des compétences comme MASK, CommonKADS, KOD... Malheureusement, ces différentes méthodes sont très lourdes à mettre en oeuvre, et se cantonnent à certains types de connaissances et sont, par conséquent, plus limitées dans les fonctionnalités qu'elles peuvent offrir. Enfin, la gestion des compétences et la gestion des connaissances sont deux domaines dissociés alors qu'il serait intéressant d'unifier ces deux approches en une seule. En effet, les compétences sont très proches des connaissances comme le souligne la définition de la compétence qui suit : « un ensemble de connaissances en action dans un contexte donné ». Par conséquent, nous avons choisi d'appuyer notre proposition sur le concept de compétence. En effet, la compétence est parmi les connaissances de l'entreprise l'une des plus cruciales, en particulier pour éviter la perte de savoir-faire ou pour pouvoir prévenir les besoins futurs de l'entreprise, car derrière les compétences des collaborateurs, se trouve l'efficacité de l'organisation. De plus, il est possible de décrire grâce à la compétence de nombreux autres concepts de l'organisation, comme les métiers, les missions, les projets, les formations... Malheureusement, il n'existe pas réellement de consensus sur la définition de la compétence. D'ailleurs, les différentes définitions existantes, même si elles sont pleinement satisfaisantes pour les experts, ne permettent pas de réaliser un système opérationnel. Dans notre approche; nous abordons la gestion des compétences à l'aide d'une méthode de gestion des connaissances. En effet, de par leur nature même, connaissance et compétence sont intimement liées et donc une telle méthode est parfaitement adaptée à la gestion des compétences. Afin de pouvoir exploiter ces connaissances et ces compétences nous avons dû, dans un premier temps, définir les concepts organisationnels de façon claire et computationnelle. Sur cette base, nous proposons une méthodologie de construction des différents référentiels d'entreprise (référentiel de compétences, des missions, des métiers...). Pour modéliser ces différents référentiels, nous avons choisi l'ontologie, car elle permet d'obtenir des définitions cohérentes et consensuelles aux concepts tout en supportant les diversités langagières. Ensuite, nous cartographions les connaissances de l'entreprise (formations, missions, métiers...) sur ces différentes ontologies afin de pouvoir les exploiter et les diffuser. Notre approche de la gestion des connaissances et de la gestion des compétences a permis la réalisation d'un outil offrant de nombreuses fonctionnalités comme la gestion des aires de mobilités, l'analyse stratégique, les annuaires ou encore la gestion des CV. Abstract The globalization of markets, the easing of economical regulation and finally the impact of new information and communication technologies have obliged firms to re-examine the way they manage their knowledge capital (knowledge management) and their human capital (competence management). It is commonly admitted that knowledge plays a slightly strategical role in the organization. The firms who want to establish one politic of management of these capitals will have to face with different problems. To manage that knowledge, a long process of capitalization must be done. That one has different steps like identification, extraction and representation of knowledge and competences. There are some different methods of knowledge management like MASK, CommonKADS or KOD. Unfortunately, those methods are very difficult to implement and are using only some types of knowledge and are consequently more limited in the functionalities they can offer. Knowledge management and competence management are two different domain where it could be interesting to unify those to one. Indeed, competence is very close than knowledge as underline this definition: "a set of knowledge in action in a specified context". We choose in our approach to rely on the concept of competence. Indeed, the competence is one of crucial knowledge in the company, particularly to avoid the loss of know-how or to prevent future needs. Because behind collaborator's competence, we can find company efficiency. Unfortunately, there is no real consensus on the definition of the concept of competence. Moreover, existing different definitions don't permit to develop an operational system. Among other key concept, we can find jobs, mission, project, and training... Moreover, we approach different problems of the competence management under the angle of the knowledge management. Indeed, knowledge and competence are closely linked. Then, we propose a method to build different company repositories (competence, jobs, projects repositories). To model those different repositories we choose ontology because it permits to obtain coherent and consensual definitions of the concepts with support of linguistics diversities too. This building repositories method coupled with this knowledge and competence management approach permitted the realization of a tool offering functionalities like mobility management, strategical analysis, yellow pages or CV management.

The Andalusian Public Health System Virtual Library. Four years on

The Andalusian Public Health System Virtual Library (Biblioteca Virtual del Sistema Sanitario Público de Andalucía, BV-SSPA) set up in June 2006 was determined by the II Quality Plan 2005-2008. It consists of a regional government action with the aim of democratizing the health professional access to quality scientific information, regardless of the professional workplace. Andalusia is a region with more than 8 million inhabitants, with 92,000 health professionals for 41 hospitals, 1,500 primary healthcare centres, and 10 centres for non-medical attention purposes. • To obtain documentary resources for health professionals. • To help citizens to find health information. • To coordinate the Andalusian Health Documentary centres. • To establish strategic agreements with organizations. • To contribute to the Knowledge Management Development • The BV-SSPA acquires in a centralised way, all of the information resources for the whole system. • It offers services for all professionals: o Document Supply Service o Online Learning o User service • Remote access to these resources and services. • Communication and marketing plan to promote the knowledge and use of the BV-SSPA. Presently the BV-SSPA has reached: • The subscription of 2,431 electronic reviews, 8 data bases and other scientific information resources. • The establishment of the Document Supply Service, which focuses all the article orders from and for the Andalusian Public Health System. • The starting up for the online learning platform. • The introduction of the user service and virtual reference service in beta mode. • The use of appropriate tools, as the meta-researcher and the link resolver, which allow the presentation of resources and services in a tidy, easily findable way, through a Web 2.0 page where the user can take part with his contributions and where his offers and suggestion are gathered. • Access to the resources, for the Andalusian Health Professionals worldwide requiring only an internet connection. Andalusian Health Professionals have access to the greatest Health Science Electronic Resources Collection in Spain. The BV-SSPA has become the undisputed medium for the Health Research and Clinical Healthcare in our region, being consolidated as the Knowledge Manager into the Andalusian Public Health System. In 2010, it faces new projects such as the institutional repository creation, HypatiaSalud; the analysis of our research activity; and the drafting of a normalised licence model for the contracting of electronic resources.

Osaamisen johtamisen mahdollisuudet tietohallinnon palvelutuotannossa

Tässä diplomityössä tutkitaan osaamisen johtamisen mahdollisuuksia tietopalveluja tuottavan organisaation toiminnassa. Tarkoituksena on selvittää vaatimukset osaamisen johtamiselle kohdeorganisaation toiminnassa. Tutkimuksen lähtökohtana oli tietohallinnon palveluympäristön ja toimintatavan muutoksessa. Tarkastelunkohteina olivat osaamisen kehittäminen kohdeorganisaatiossa ja teoreettiset perusteet oppivasta organisaatiosta ja osaamisen johtamisesta. Empiirisen aineistonkerääminen toteutettiin kvalitatiivisilla haastatteluilla. Empiirisen aineistonosia liitettiin tutkimusraporttiin. Tutkimuksen perusteella saatiin selkeä kuva osaamisen johtamisesta kohdeorganisaatiossa ja vaatimukset osaamisen johtamisen toteuttamiselle. Osaamisen johtaminen oli kohdeorganisaatiossa kohtuullisen uusi asia, jonka vuoksi se ei ollut vakiintunutta käytäntöään. Teoreettisesta näkökulmasta kohde organisaation osaamisen johtaminen painottui yksilöosaamisen johtamiseen. Tutkimuksessa löydettiin myös käytännöllisiä kehittämisen kohteita, joiden perusteella osaamisen johtamisen kehittämiseksi esimiesten tulisi lisätä vuorovaikutusta organisaatiossaan, parantaa alaistensa tietämystä ydinosaamisista ja rakentaa oppimista tukevaa ilmapiiriä.

Strategisen hankintatoimminnan kehittäminen

Diplomityö on tehty Uudessakaupungissa sijaitsevalle Segerström & Svensson Oy:lle. Työn päätarkoituksena oli kartoittaa yrityksen hankintatoimen tavoitteet ja muodostaa tämän pohjalta yrityksen hankintatoimintoja ohjaava hankintastrategia. Päämääränä oli kohdistaa yrityksen huomio sille tärkeimpiin hankintojen osa-alueisiin ja kehittää strategia joka ottaa huomioon hankintojen erilaisuuden eri toimittaja- ja tuoteryhmille. Strategian tavoite on kehittää hankintatoimintoja systemaattiseen ja tavoitteelliseen työskentelyyn koko yrityksen kannattavuutta parantaen. Työn aikana yrityksen asiakaskunnassa ja toiminnassa tapahtui suuria muutoksia, jotka piti ottaa huomioon kehitettäessä hankintastrategiaa ja hankintojen eri toimintoja. Strategian kehittäminen alkoi yrityksen nykytilanteen analysoinnilla ja tulevaisuuden tarpeiden määrityksellä. Seuraavaksi analysoitiin hankintatoimintojen nykyinen asema ja sen eri toiminnot. Tämän pohjalta luotiin tarvemääritys tulevalle strategialle ja hankintojen eri toiminnoille. Strategiassa luotiin hankintojen organisoinnille, nimikkeiden ohjaukselle, hankintojen kustannustehokkuudelle ja toimittajayhteistyölle toimittajaryhmittäiset tavoitteet ja työskentelytavat. Hankintatoimelle kehitettiin seurantaperusteet, jonka avulla todennetaan strategiassa asetettujen tavoitteiden toteutuminen. Strategian määrityksen lisäksi uusittiin useita hankintojen toimintoja. Esimerkkeinä tästä uudet tilausmenetelmät ja toimittajaseuranta. Hankintojen jatkokehitystä varten on yrityksessä käynnistetty 'Supply Management' kehitysprojekti.

Transatlantic Influence in the Shaping of Business Education: The Origins of IMD, 1946-1990

The history of the International Institute for Management Development (IMD), one of the most prestigious business schools in the world, highlights the role of multinationals in establishing business education in Europe and the problem of legitimacy. The creation of IMD's predecessors CEI and IMEDE by Alcan and Nestlé also illuminates the role of Harvard Business School in their development and the reciprocal influences of American and European management education after World War II.

Asiakkuuksien johtamisen kehittäminen, Tapaustutkimus

CRM eli Customer Relationship Management on muutaman vuoden ajan saanut osakseen merkittävästi huomiota yritysmaailmassa. Suurista lupauksista huolimatta CRM on aiheuttanut runsaasti pettymyksiä sen kehittämiseen ryhtyneissä yrityksissä. Tämän tutkimuksen tavoite on selvittää, miten CRM: a eli suomennettuna asiakkuuksien johtamista voidaan kehittää menestyksekkäästi tutkimuksen kohdeyrityksessä. Tähän pyritään laadullisin menetelmin toteutetulla tapaustutkimuksella hermeneuttista lähestymistapaa noudattaen. Asiakkuuksien johtaminen on prosessi, jossa organisaation vastuujaon, toiminta-prosessien ja teknologioiden muodostama kokonaisuus organisoidaan tukemaan asiakkuuslähtöistä strategiaa. CRM ei ole tietojärjestelmäprojekti eikä sitä voida koskaan kehittää lopullisen täydelliseksi, koska sen kokonaisuuden muodostavat osat kohtaavat jatkuvasti muutospaineita ympäristössään. Asiakkuuksien johtamista kehitettäessä tulee kohdeyrityksessä ensin muodostaa asiakkuuslähtöinen strategia ja tämän perusteella tarkistaa toimintojensa rooleja ja toimintaprosesseja ja viimeisenä kehittää näitä tukeva tietojärjestelmäkokonaisuus. Kehittämisen onnistumisen edellytyksiä kohdeyrityksen tapauksessa ovat erityisesti CRM- käsitteiden selventäminen, suunnittelun merkityksen ymmärtäminen, johdon tuen hankkiminen, puolueettoman hankkeen omistajan nimeäminen, muutosjohtaminen ja tietojärjestelmäkeskeisyyden hylkääminen. Tulokset saattavat olla suuntaa-antavasti sovellettavissa ainakin vastaavassa lähtötilanteessa oleviin muihinkin yrityksiin.