Abstract:No final da década de 80 a Gestão da Qualidade Total (GQT) era apresentada como capaz de resolver todos os problemas e atender a todas as necessidades da gestão das organizações. Buscando solucionar problemas de gestão não equacionados pela GQT, muitas organizações começam a adotar o Balanced Scorecard (BSC). Uma questão ainda não discutida com profundidade no mundo acadêmico é a viabilidade de integração desses dois modelos. O presente artigo discute a possibilidade de integração dessas duas ferramentas, veri… Show more
“…This comes along with other relevant information, as this tool will have an aggregate function, acting in the areas of control, information, communication and learning. In short, this management tool measures, controls, informs, communicates and encourages structural changes [59].…”
Section: Monitoring Learning and Growth And Intellectual Capitalmentioning
confidence: 99%
“…The ability of organizations to disseminate new ideas and new products translates directly into added value for them, as new products foster customers' interest. This position at the forefront attracts new customers and enables an increase in profitability [59].…”
Section: Monitoring Learning and Growth And Intellectual Capitalmentioning
Considering the current turbulent macroeconomic environment, the aim of this research is to explore the influence of innovation in tangible and intangible resource allocation. The literature underlines that organizations are facing a revolution in their business processes. As such, there is a need to understand the value of knowledge resources and to identify ways to manage them. This paper explores the field of resource allocation, namely dynamic capabilities, and highlights the importance of monitoring intangible resources. This research has three specific contributions. The first contribution provides a comprehensive picture of what has occurred in the field of tangible and intangible resource allocation, such as intellectual capital and its importance towards organizational performance. Secondly, it offers evidence about the actual need for performance measurement tools that foster intangible resource monitoring. Organizations devote special attention to market demands which consequently lead managers to adapt their strategies in areas concerning resource allocation. Given this importance, this research, comprising major innovative organizations in Portugal from diverse activity sectors, provides new insights and stresses the importance of tools to follow the overall performance of resource allocation. Managers of innovative organizations recognize the very powerful features of the Balanced Scorecard (BSC) in monitoring and linking strategic resources of both tangible and intangible natures. Thirdly, this research, with a view to enrich the field of intangible natures, points out some aspects for future research areas, bearing in mind the relevance of this research area confirmed by managers of the major innovative organizations. Thus, it provides prominent information for both academia and innovative organizations.
“…This comes along with other relevant information, as this tool will have an aggregate function, acting in the areas of control, information, communication and learning. In short, this management tool measures, controls, informs, communicates and encourages structural changes [59].…”
Section: Monitoring Learning and Growth And Intellectual Capitalmentioning
confidence: 99%
“…The ability of organizations to disseminate new ideas and new products translates directly into added value for them, as new products foster customers' interest. This position at the forefront attracts new customers and enables an increase in profitability [59].…”
Section: Monitoring Learning and Growth And Intellectual Capitalmentioning
Considering the current turbulent macroeconomic environment, the aim of this research is to explore the influence of innovation in tangible and intangible resource allocation. The literature underlines that organizations are facing a revolution in their business processes. As such, there is a need to understand the value of knowledge resources and to identify ways to manage them. This paper explores the field of resource allocation, namely dynamic capabilities, and highlights the importance of monitoring intangible resources. This research has three specific contributions. The first contribution provides a comprehensive picture of what has occurred in the field of tangible and intangible resource allocation, such as intellectual capital and its importance towards organizational performance. Secondly, it offers evidence about the actual need for performance measurement tools that foster intangible resource monitoring. Organizations devote special attention to market demands which consequently lead managers to adapt their strategies in areas concerning resource allocation. Given this importance, this research, comprising major innovative organizations in Portugal from diverse activity sectors, provides new insights and stresses the importance of tools to follow the overall performance of resource allocation. Managers of innovative organizations recognize the very powerful features of the Balanced Scorecard (BSC) in monitoring and linking strategic resources of both tangible and intangible natures. Thirdly, this research, with a view to enrich the field of intangible natures, points out some aspects for future research areas, bearing in mind the relevance of this research area confirmed by managers of the major innovative organizations. Thus, it provides prominent information for both academia and innovative organizations.
“…O conceito de qualidade foi relacionado e associado à definição de conformidades, não conformidades e especificações. Depois, o conceito evoluiu para a visão de satisfazer o cliente (LIMA et al, 2004).…”
Section: Gestão Da Qualidade E a Norma Iso 9001unclassified
O presente trabalho tem por objetivo analisar a viabilidade da Certificação ISO 9001, versão 2015 em uma Instituição de Ensino Superior (IES), por meio da padronização de processos, a fim de aumentar a satisfação dos clientes buscando a melhoria contínua dos serviços prestados, proporcionando uma maior organização interna, e reduzindo o tempo nas atividades fins. A metodologia do trabalho engloba os aspectos relacionados com a escolha metodológica aplicada que baseia-se na pesquisa empírica que teve como meta observar as atividades desenvolvidas por setores da instituição de ensino estudada, mapear os fluxos de trabalho e propor por meio do fluxograma de processos, nova forma de prática administrativa baseando-se na implantação do Sistema de Gestão da Qualidade - SGQ no departamento pertencente à IES localizado no município de Lorena-SP. Será realizado a análise de dados obtidos por meio da criação do mapeamento via fluxograma de processos e aplicado o clico PDCA (Planejar, Desenvolver, Checar e Agir) a fim de propor melhoria para o setor. Portanto, observou-se que todo o mapeamento dos processos utilizando o fluxograma, foi importante para a análise e diagnóstico das não conformidades dos processos, além da aplicação do ciclo PDCA que propôs melhoria contínua dos processos administrativas e ações corretivas para as atividades.
“…A perspectiva financeira indica se as atividades executadas estão contribuindo para a melhoria do resultado financeiro (LIMA; CAVALCANTI;PONTE, 2004 Vale salientar que as organizações em seu plano estratégico podem inserir elementos que estejam relacionados a uma ou mais das perspectivas do BSC, embora de forma instintiva, e as mesmas podem se utilizar de indicadores que abrangem o mesmo objetivo do BSC.…”
RESUMOÉ parte do instinto dos gestores avaliar o desempenho da entidade que lhe é designada para que tome decisões voltadas para a correção e melhorias de decisões tomadas no passado, tendo em vista a maximização do uso e do retorno dos recursos aplicados e consumidos pelas atividades exercidas na empresa. Nesse sentido, o presente estudo teve como objetivo averiguar se os procedimentos de avaliação de desempenho utilizados pela Central Nordeste do Sistema de Cooperativas de Crédito do Brasil se assemelham mais aos da Gestão Econômica (GECON) ou do Balanced Scorecard (BSC) e verificar, secundariamente, se eles se complementam e se a utilização dos mesmos é de forma proposital ou instintiva. Para atender ao objetivo, foram aplicados questionários
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