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AMARAL, Lenita Almeida. "A gestão de pessoas na Universidade Federal de Pernambuco e o seu alinhamento ao planejamento estratégico institucional: aproximações e distanciamentos." Universidade Federal de Pernambuco, 2016. https://repositorio.ufpe.br/handle/123456789/20522.
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Este trabalho teve o objetivo de analisar em que medida as práticas da gestão de pessoas da Universidade Federal de Pernambuco estão alinhadas com o seu Planejamento Estratégico Institucional (2013-2027). Nas organizações, esse é um tema presente que visa mensurar a contribuição das práticas de gestão de pessoas nos resultados organizacionais. O suporte teórico da pesquisa em relação à gestão de pessoas teve a orientação dos seguintes autores: Ulrich (2000, 2003), Dutra (2002), Ivancevich (2011) e Davel; Vergara (2012). Em relação ao alinhamento estratégico, a referência fundamental para a análise dos resultados e conclusão foi o modelo preconizado por Gratton e Truss (2003). O estudo teve natureza descritiva, e com a abordagem qualitativa, tendo dados primários e secundários oriundos de várias fontes de informações como legislação, relatórios, planejamento estratégico da UFPE, sites e 19 entrevistas abertas com os gestores estratégicos da instituição. Para compreender o quanto as práticas se aproximam ou se distanciam do planejamento estratégico institucional, foram identificadas e concebidas tanto as práticas do sistema de gestão de pessoas quanto as demandas do planejamento estratégico para a área de gestão de pessoas da UFPE, utilizandose da Análise de Conteúdo, emparelhamento teórico, para chegar aos resultados. Foi também utilizado o software Alceste, classificando e identificando as categorias empíricas, com a finalidade de complementar e confirmar as aproximações e os distanciamentos detectados. Na análise dos resultados, constatou-se que há maior aproximação do que distanciamento das práticas de gestão de pessoas com o planejamento estratégico, levando-se em conta o que foi observado nas entrevistas e confirmado pelo uso do software Alceste.
This job aimed to analyze to what extent the practice of people management at Federal University of Pernambuco are aligned with its Strategic Planning Institutional (2013-2027). In organizations, this is a theme which aims to measure the contribution of people management practices in organizational results. The technical research support, which regard to people management, was oriented by the following authors: Ulrich (2000, 2003), Dutra (2002), Ivancevich (2011) e Davel; Vergara (2012). In relation to strategic alignment, the fundamental reference for the analysis of results and conclusion was the model recommended by Gratton and Truss (2003). the nature of the study was descriptive and qualitative with primary and secondary data from various sources of information such as legislation, reports, UFPE's strategic planning, websites and 19 open interviews with the strategic management of the institution. To understand how much the practices approach or move away from the institutional strategic planning, they were identified and designed both the practices of the personnel management system and the demands of strategic planning for the personnel management area UFPE, using the Content Analysis, theoretical pairing, to get the results. It was also used the Alceste software for classifying and identifying the empirical categories, in order to complement and confirm the approaches and the detected distances. In analyzing the results, it found that there is closer than distancing of people management practices in strategic planning, taking into account what it was observed in the interview and confirmed by the use of software Alceste.
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Bianchi, Eliane Maria Pires Giavina. "Alinhando estratégia de negócio e gestão de pessoas para obtenção de vantagem competitiva." Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-07102008-101426/.
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Este trabalho tem o objetivo de entender e analisar o processo de alinhamento da estratégia de negócio e a gestão de pessoas para obtenção de vantagem competitiva nas organizações. A gestão das pessoas tornou-se um desafio estratégico de muitas organizações na atualidade, em decorrência das mudanças importantes que acontecem no cenário competitivo. A gestão das pessoas é um processo complexo, que deve ser arquitetado com estratégias, políticas e práticas e uma estrutura de Recursos Humanos que contribua na capacitação dos gestores organizacionais no exercício desse papel. Muitos trabalhos acadêmicos, a partir do fim do século XX, se concentram em estudar estratégias, políticas e práticas de gestão de pessoas que contribuem para a melhoria dos resultados organizacionais ou, em analisar modelos de Recursos Humanos que mais colaboram para a implementação das estratégias organizacionais; direcionando achados considerados universais, por meio de abordagens quantitativas. Aspectos como os impactos das demandas do ambiente de negócio, a relação com a estratégia organizacional, o alinhamento entre estratégia, políticas e práticas de gestão de pessoas e a transição da estrutura de Recursos Humanos como área de suporte ao modelo de gestão escolhido, foram pouco analisados de forma inter-relacionada. Esta pesquisa optou por um estudo exploratório, analisando relações, contextos, dificuldades e posicionamento empresarial. Como suporte, revisou boa extensão dos trabalhos acadêmicos mencionados enfocando estratégias e abordagens teóricas de gestão de pessoas, consistência e alinhamento das políticas e práticas de gestão de pessoas, a evolução e o papel das estruturas de Recursos Humanos e abordagens para analisar resultados em gestão de pessoas. O estudo de caso foi realizado na Oxiteno, empresa brasileira do setor químico. A coleta de dados baseou-se em entrevistas em profundidade, questionários, grupos de foco e coleta de dados secundários para viabilizar o aprofundamento dos dados e a sua triangulação. Os resultados sugerem que o alinhamento é um processo na Oxiteno. Algumas estratégias de gestão de pessoas existentes (gestão de competências, transformação cultural e gestão de talentos) podem ser associadas a outras, ainda em desenvolvimento (gestão do conhecimento e da comunicação e ambiente) para suportar o processo de crescimento da empresa. Políticas e práticas podem ser revisadas e mais extensamente comunicadas para reforçar essas estratégias como: o desenvolvimento de sucessores, o reconhecimento de desempenhos e contribuições individuais e em grupo, além da busca da participação e do exercício constante da comunicação. A área de RH deve ser vista como um parceiro estratégico, não como ator principal na gestão de pessoas. A aferição dos processos de gestão e do exercício dos papéis dos gestores de pessoas pode contribuir para direcionar os comportamentos individuais das pessoas para que estas sejam vistas e percebidas como fonte de vantagem competitiva, demanda prioritária da Organização. Algumas indagações são decorrentes do estudo de caso: É possível obter um alinhamento permanente entre gestão de pessoas e desafios organizacionais? O esforço organizacional na busca de engajamento e comprometimento das pessoas por si só é um posicionamento estratégico? Como efetivamente aferir pessoas como fonte de vantagem competitiva? Futuros trabalhos com abordagem quantitativa ou qualitativa podem contribuir com a busca das respostas a essas perguntas. A gestão das pessoas, um ativo tão complexo e único, deve ser arquitetada e representar um desafio estratégico nas Organizações para consolidá-las como fonte de vantagem competitiva.This study has the objectives of study and analyzes the alignment process of business strategy and people management to assure competitive advantage in organizations. People management has become a strategic challenge for many organizations nowadays, due to important changes in the competitive arena. People management is a complex process, which needs to be designed with strategies, policies, practices and a Human Resource structure that contributes to the development of the leaders in exercising their roles. Many academic studies, since late XX century, are concentrated in studying people management strategies, policies and practices that contribute to maximize organizational results or, in analyzing Human Resource models that support organizational strategies implementation; leading to universal findings by researching under quantitative methods. In those studies, aspects like business environment demands, relationships with organizational strategies, the alignment of people management strategy, polices and practices and, the transition of Human Resource structure were not analyzed in an interrelated way. This research was an exploratory study, using as a framework: relationships, context, difficulties and organizational positioning. As a theoretical reference, this study revisited a good extension of academic papers related to people management strategies and schools; consistency and alignment process of Human Resource policies and practices; the evolution and the role of Human Resource structures and approaches to analyze human resource results. A case study was developed in Oxiteno, a Brazilian chemical company. Interviews, questionnaires, focus groups and secondary data collection were approaches used to guide deep analysis and data triangulation. The findings of the research suggest that the alignment is in process at Oxiteno. Some existing people management strategies (competency management, culture transformation and talent management) can be associated with others, still in development (knowledge, communication and environment management) to sustain the company growing process. To reinforce the strategies, policies and practices like successors planning, individual and group performance and contribution recognition, participatory management and communication can the reviewed and more extensile executed. The Human Resource area must be considered a strategic partner, and not the main actor in the people management process. The measurement effort of the managerial processes and of the exercise of people managers role can contribute to direct individual behaviors that will drive the competitive advantage recognition, key demand of Oxiteno. Some questions rise from the case study: Is it possible to achieve a permanent alignment between people management and organizational challenges? Can the organizational effort for people engagement and commitment be considered a strategic position? How effectively can people competitive advantage be measured? Future studies using quantitative or qualitative methods can be done and will contribute to answer these questions. The management process of people, a so unique and complex asset, must be designed and represent a strategic challenge in the organizations to convert people in competitive advantage.
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Assis, Adriana Alcida Pacheco Ramiro de. "Gestão de pessoas em momento de formação de joint venture : estudo de caso em uma empresa multinacional do segmento de refrigeração." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2012. http://hdl.handle.net/10183/56660.
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Este trabalho objetivou fazer uma análise da gestão de pessoas na subsidiária brasileira de uma empresa multinacional do segmento de produção e distribuição de equipamentos de refrigeração diante de situação de transformação dos negócios oriunda da fusão com outro grupo econômico, considerando seu impacto no ambiente interno e no ambiente de negócio em um momento de instabilidade na economia mundial e de importantes alterações no segmento onde a Empresa opera. Para tanto, foi conduzido um estudo de caso, com a realização de 10 entrevistas e consulta a dados e documentos internos, sendo as informações levantadas analisadas com base no referencial teórico e mediante análise de conteúdo. Dentre os principais resultados, destacam-se: a necessidade de revisão dos processos e práticas de gestão de pessoas neste novo cenário, o foco na gestão da transformação com suporte da área de RH, o valor da comunicação interna para assegurar o alinhamento de todas as partes interessadas e a demanda por reforço no desenvolvimento da liderança, preparando-a para gerir a Empresa em tempos de transição e mudanças.This study aimed to analyze the human resource management in a Brazilian subsidiary of a multinational enterprise in the production and distribution of refrigeration equipment segment, facing business transformation due to the merger with another economic group, considering the impact on the internal environment and the business environment in a time of instability in the world economy and important changes in the field the company operates. To that end, a case study was conducted, composed of 10 interviews and consultation to internal documents and data, analyzing the collected information in the light of theoretical framework and content analysis. Among the key findings, we highlight: the need to review processes and practices of people management under the new scenario; the focus on managing the transformation of human resources support; the value of internal communication, ensuring alignment and leadership development of all stakeholders, preparing them to manage the company in times of transition and change.
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Anthonisz, Angela Jean. "Strategic alignment or non-alignment : the management of human capital in Dubai." Thesis, University of Derby, 2018. http://hdl.handle.net/10545/623047.
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This thesis focuses on the international hotel industry as part of the global economy and examines the implications that the strategic management of human capital has within the five-star sector of the hotel industry in Dubai, an emirate of the United Arab Emirates, and an economy based on the service sector. It examines the macro environmental factors influencing the potential strategic directions of two recognized international five-star hotel brands and considers the challenges this creates for the alignment of strategy, and the implications this has for management of human capital(people) as a key determinant of success that enhances organisational outcomes. In selecting this area of research, the author has adopted a grounded theory approach to the generation of new knowledge, allowing the literature to be guided by concerns raised by hotel managers and industry consultants working in the context of Dubai. This approach led to the employment of a case study method, through which the key influences of organisational culture and ownership are considered. Two international hotel chains were identified to represent the two strategic modes of entry into the destination. The first case being a locally owned and managed chain with 7 hotels in Dubai. The second case is a European chain operating 6 hotel properties under management contract in Dubai, with 6 different owners from the Middle East. Both companies operate within the luxury five-star market that is so prevalent in Dubai. The hospitality industry, by definition, relies heavily on human capital, both as a resource and a capability that may allow for the development of competitive advantage. However, the dynamics of the Dubai hotel environment, the strength of the Arab cultural values and the organisational conditions that exist in Dubai present HR managers with a number of unique challenges, including high levels of pastoral care, and approaches to managing the workforce that may be at odds with traditional ‘Western’ ideals. This thesis adds to the existing debate on the value and utilisation of existing theoretical frameworks attached to the alignment of strategy and the implications for managing human capital in the face of globalisation and presents a model of their application in a city that is characterised by power and control, predictability and change aversion.
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Ho, Wai-cheong. "Business and information technology alignment /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B2071807X.
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Galicija, Mike [Verfasser]. "Strategic Alignment in Change Prozessen / Mike Galicija." Hannover : Gottfried Wilhelm Leibniz Universität Hannover, 2019. http://d-nb.info/1186251271/34.
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Ward, Kerry W. "Alignment as a process of enabling organizational adaptation extending the theory of alignment as guided adaptation /." [Bloomington, Ind.] : Indiana University, 2006. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&res_dat=xri:pqdiss&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&rft_dat=xri:pqdiss:3204310.
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Thesis (Ph.D.)--Indiana University, School of Business, 2006.Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0267. Adviser: Iris Vessey. "Title of dissertation from home page (viewed Jan. 8, 2007)."
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Ho, Wai-cheong, and 何偉昌. "Business and information technology alignment." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31268833.
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Williams, Robert L. "Branding through renaming for strategic alignment in service organisations." Thesis, Edinburgh Napier University, 2012. http://researchrepository.napier.ac.uk/Output/6657.
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The overall goal of this study was to develop a theoretically based and empirically grounded process framework to understand radical organisational renaming within service industries, particularly Higher Education Institutions (HEIs). The specific research aim was to analyse organisational renaming as an option to rebrand and reposition an unhealthy brand image and to identify and define renaming factors and processes that successful radical renaming utilise. The research design was a semistructured, qualitative, multiple-case study format that incorporated open-ended interview questions with 49 stakeholders from three separate institutions and secondary research data from printed documents, web sites and outside media sources. The early literature review for this study supported the premise that renaming is complicated and driven by individual strategic organisational goals that center around eliminating or softening negatives and strengthening or even creating new positives. This research uncovered the brand flux nature that precedes radical renaming and identified the various processes associated with revitalizing, rebranding, repositioning and renaming which resulted in a Brand Flux Model that depicts how the flux nature of branding critically impacts renaming. Additionally, it identified twelve distinct factors that were grouped into a four stage process framework model; this Renaming Process Model describes the importance placed on each impact factor as well as how the order of the factors influence the overall success of a renaming. Strategic placement on the model represents the continuing strategic realignment and co-created nature inherent in renaming within a service industry. A template that highlights the significance of realigning "8 Principles of Renaming" to the strategic goals of the institution was also developed. The study contributed to the areas of branding, rebranding and repositioning by defining terms and proposing nuanced definitions, including a working definition for radical renaming. It culminated with the development of the Brand Flux model and a proposed Renaming Process Model that tracks renaming in a service environment. This qualitative research format and accompanying models and processes can be used to study renaming in a variety of industries.
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Von, Keyserling Peter H. "Developing people through task management." Theological Research Exchange Network (TREN), 1990. http://www.tren.com.
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Verchot, Barbara Estelle. "Creating marginality and reconstructing narrative reconfiguring Karen social and geo-political alignment /." Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002045.
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JAVED, AAMIR, and BAHAREH SHARBAFI. "AN APPROACH FOR ALIGNING ORGANIZATION STRATEGY WITH BUSINESS PROCESS MANAGEMENT." Thesis, Högskolan i Jönköping, Tekniska Högskolan, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-16667.
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Abstract Successful organizations at present, manage their business activities in an effective manner. Since the significance issue to stay in competitive markets is to improve the business process sequentially, well-defined business process management can increase the competitive advantages to an advanced quality at a lower cost. In fact,business process management (BPM) applied as a comprehensive approach for managing the organizational procedures. As a side of process viewpoint, business process management is considered as principal method which assist organizations sustain their objectives.This thesis reviews and inspects the concept of business process management and the importance of business process management in organizations. The focal point of thisthesis is alignment between organization strategy and business process managementhow the business people think about this alignment and managing their business activities. By investigating various literatures, we appreciate the need of holistic approach, which fit the organization strategy and business process management.Subsequently, we turn to survey the approach of the alignment of business process management in SMEs that located in Jönköping.The empirical data, which collected from three organizations, are analyzed and the research approach has been validated. The result demonstrates that SMEs consider alignment between their business process management and organization strategy is crucial and helps to achieve their organization objectives. The alignment improves monitoring and transparency, increased profits and helps to increase the efficiency of staff. They indicate people, management, leadership, information technology,communication, governance and culture are important factors that associated with the alignment of business process management and organization strategy.
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Chimbuya, Andrew Toendepi. "Business and IT alignment, a literature review of measurement and execution." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/95625.
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Thesis (MBA)--Stellenbosch University, 2013.ENGLISH ABSTRACT: Research into Business and IT alignment and the critical success factors is quite vast and diverse. Many studies have been carried out on specific industries and companies of a certain size. Other studies have dissected strategic IT alignment into different dimensions, intellectual and social. Yet other studies have taken different approaches, such as process-oriented, cognitive approaches, and resource-based approaches. All these were done in the quest to find the factors that influence the attainment of strategic alignment in organisations. There has, however, not been a study that sought to bring all these different factors together and provide one collective view on them, which this study seeks to do. There also have been some studies on how to measure alignment. Several different approaches were made in an effort to discern the way in which alignment can be measured and what criteria should be used. These efforts have been varied and no particular study has tried to bring them all together to assist practitioners in their attempts to determine the level of alignment in organisations. The purpose of this literature review is to collect all the different critical success factors as well as all the common success measures, and formulate a collated list for both. This research report seeks to give an integrated view of the factors required to bring about alignment as well as the measures practitioners–use to determine the level of alignment once these factors are in place. The findings show that there are commonalities among the factors that influence alignment. These have been tabulated into one list, bringing together all common factors from the pertinent literature to date. They were grouped into seven main categories based on similarity, which are shared knowledge, planning processes, executive commitment, communication, clarity of business goals, prior success of IT, and user involvement. These common factors are presented in Table 4.1. The measures for success are more varied and a separate list for the common success measures was also tabulated. The common measures of alignment had a total of 15 criteria, which are shown in Table 4.1.These lists can be used by the practitioner who needs guidance on which factors are important for the realisation of strategic alignment and which criteria to measure once the factors have been implemented.
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Pugh, Katrina B. "The World Wide Web : implications for organizational alignment." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10969.
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Gardner, Patricia A. "Alignment issues within corporate culture at Phillips Plastics Corporation." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998gardnerp.pdf.
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羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.
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Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.
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Valentim, João Andrade e. Sousa Brito. "People management in the Portuguese nonprofits." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/9859.
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsThis study is focused on the People Management – Human Resources – in the Portuguese nonprofit organizations. The objective of this research is to contribute to the understanding of the nonprofit sector in terms of the human factor, and at the same time intends to cast light on the factors that compensate and motivate employees. Through a qualitative approach, after conducting a number of interviews to assorted nonprofit organizations, we reach the result that more often than not these organizations have fragile procedures in what concerns staffing, performance evaluation and training & development. On the other hand, these organizations have an abundant human acumen in what concerns compensation and motivation. The experience of volunteer work supports this finding. Given this, there is a vast array of knowledge that the social sector can transmit to the private sector.
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Johansson, Elias, Charlotte Ramstedt, and Julia Weltman. "Seven Aspects of Internal Alignment Within Key Account Management : A Qualitative Study Analyzing Internal Alignment within the B2B Context." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85946.
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One of the main tasks of key account management (KAM) practice is the creation of customized value propositions for a business-to-business organization's most important customers, which often requires the support of multiple internal departments. Thus, making internal alignment central in KAM in order to exchange value and serve the key accounts (KA) long-term. This study will, therefore, explore internal alignment in KAM and aims to identify what contributes to internal alignment and how misalignment could emerge in KAM teams, in order to understand the significance of internal alignment and identify possible reasons for misalignment in KAM. The theory was framed by 7 elements of internal alignment including shared values, style, skills, staff, strategy, structure and systems. The empirical data was collected through qualitative semi-structured interviews with KA managers. The findings suggest that internal alignment is of importance in KAM and that the elements of internal alignment studied in the thesis are dependent on each other. Furthermore, it was found that misalignment is most commonly caused by personal disputes, however, all elements studied were found as contributing factors to misalignment. The findings led to the conclusion that internal alignment is not a target state, it is rather a measure of progress and that all aspects that do contribute to internal alignment also entail causes for misalignment.
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Shaolong, Chen. "Efficient data management strategies for sequence alignment on heterogeneous clusters." Doctoral thesis, Universitat Autònoma de Barcelona, 2019. http://hdl.handle.net/10803/667227.
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Entre los sistemas de computación de alto rendimiento, el Intel Xeon Phi es un acelerador que resulta ser una alternativa muy atractiva para mejorar el rendimiento de aplicaciones con necesidades de cómputo intensas que tradicionalmente se ejecutan en sistemas basados en servidores multinúcleo. Esas aplicaciones se pueden migrar de un servidor multinúcleo a un acelerador con un bajo esfuerzo de codificación porque ambos sistemas se basan en núcleos con una misma arquitectura básica. En nuestro estudio, centramos nuestra atención en BWA, uno de los alineadores de secuencia más populares, y hemos analizado diferentes modos de ejecución de BWA en varios sistemas informáticos heterogéneos que incorporan un acelerador. La alineación de secuencias es una fase fundamental en el análisis de variantes genómicas y tiene un alto coste computacional. Aunque su codificación para ejecutarse en un sistema de múltiples núcleos puede ser simple, lograr un buen rendimiento no es fácil en este tipo de sistemas, como muestran nuestros resultados. Hemos desarrollado y evaluado diferentes estrategias que se han aplicado en BWA y, de todas ellas, llegamos a la conclusión de que la variante MDPR, que combina la paralelización de datos y la replicación de datos, es la que proporciona los mejores resultados en todos los sistemas evaluados. MDPR tiene un diseño genérico que permite su uso en diferentes sistemas heterogéneos. Por un lado, lo hemos aplicado en un sistema que consta de un servidor con procesadores multinúcleo Intel Xeon y un acelerador Xeon Phi. Y, por otro lado, también lo hemos evaluado en otros sistemas heterogéneos basados en servidores multinúcleo equipados con procesadores AMD e Intel. En todas estas configuraciones de hardware, hemos probado dos modos dinámicos y un modo estático de distribución de datos en MDPR. Nuestros resultados experimentales muestran que los mejores resultados para MDPR se obtienen cuando se aplica el modo estático de distribución de datos. La estrategia dinámica basada en “round robin” logra un rendimiento similar sin el sobrecoste inicial que requiere el modo estático. Aunque nuestra propuesta se aplicó a BWA utilizando muestras de datos del genoma humano, esta estrategia se puede aplicar fácilmente a otros datos de secuencia y a otras herramientas de alineación que tienen principios operativos similares a los del alineador BWA.Among the high performance computing systems, the Intel Xeon Phi is an accelerator that turns out to be a very attractive alternative to improve the performance of applications with intense computing needs that are traditionally executed in systems based on multicore servers. These applications can be migrated from a multicore server to an accelerator with a low coding effort because both systems are based on nuclei with the same basic architecture. In our study, we focused our attention on BWA, one of the most popular sequence aligners, and we have analyzed different modes of execution of BWA in various heterogeneous computing systems that incorporate an accelerator. The alignment of sequences is a fundamental phase in the analysis of genomic variants and has a high computational cost. Although its coding to run in a multicore system can be simple, achieving good performance is not easy in this type of systems, as our results show. We have developed and evaluated different strategies that have been applied on BWA and, of all of them, we conclude that the MDPR variant, which combines data parallelization and data replication, is the one that provides the best results in all systems evaluated. MDPR has a generic design that allows it to be used in different heterogeneous systems. On the one hand, we have applied it in a system consisting of a server with Intel Xeon multicore processors and a Xeon Phi accelerator. And, on the other hand, we have also evaluated it in other heterogeneous systems based on multicore servers equipped with AMD and Intel processors. In all these hardware configurations, we have tested two dynamic modes and one static mode of data distribution in MDPR. Our experimental results show that the best results for MDPR are obtained when the static mode of data distribution is applied. The dynamic strategy based on round robin achieves a similar performance without the off-line overhead incurred by the static mode. Although our proposal was applied to BWA using human genome data samples, this strategy can be easily applied to other sequence data and other alignment tools that have operating principles similar to those of the BWA aligner.
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Chandler-Wilde, Rebecca. "Business/IT alignment : effective management of a key business issue." Thesis, Henley Business School, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.428344.
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Balodimas, Maria V. (Maria Vasiliki). "Strategic alignment in a residential real estate brokerage company." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10376.
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Pelser, Casper Jan Hendrik. "Validating the business alignment questionnaire that measures organisational functioning." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52600.
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Thesis (MBA)--Stellenbosch University, 2001.ENGLISH ABSTRACT: The study project was aimed to evaluate a questionnaire designed by AB Reynolds and adapted by Mario Denton that is used to determine the funtionality of an organisation. The object was to determine how reliable the instrument is and if it was testing the necessary areas/processes. As the purpose·ofmost instruments is to help management determine the current position of an organisation , the management itself, the management of the employees and the workplace, it was important to validate a questionnaire by statistically analysing all the processes/factors used in the questionnaire as well as the questions. Although it was found that the twenty-one (21) organisational processes is used in the questionnaire is of major importance to all organisations, the statistical analyses reduced the processes to eight (8) namely: 1. Performance management, development, appraisal, reward and recognition 2. Effective leadership 3. Vision and mission 4. Strategy and structure 5. Communication 6. Competitor analyses 7. Customer needs 8. Core competencies The three hundred and fifty one (351) questions were also reduced to one hundred and thirty four. The validated revised questionnaire can now be used to determine an organisations health and is a two phased technique designed to assist organisational effectiveness. It will give management a foundation to use in strategic planning as it spells out the weaknesses and strengths of an organisation and also indicate area/processes of concern that will need attention. The revised questionnaire is therefore an information gathering instrument that measures the employees perception of the organisation and focuses on all facets of organisational functioning. It is a tool for continuous organisational development and improvement and will help an organisation in correcting the weaknesses identified. The questionnaire is therefore a management tool. It can be highly effective and can be used by all organisations to improve their competitiveness and ensure their survival.
AFRIKAANSE OPSOMMING: Die projek was daarop gemik om 'n vraelys, opgestel deur AB Reynolds en aangepas deur Mario Denton wat die funktionaliteit van 'n organisasie toets, te evalueer. Die doelwit was om vas te stel hoe betroubaar die instrument is en of dit die nodige areas/prosesse toets. Aangesien die doel van die instrument is om bestuur te help om die huidige possisie van organisasie, bestuur self, die bestuur van werknemers en die werksplek te toets, is dit noodsaaklik om so 'n vraelys te valideer deur al die prosesse/faktore in die vraelys, sowel as die vrae statisties te ontleed. Alhoewel daar gevind is dat al die een en twintig (21) organisatoriese prosesse, soos in die vraelys gebruik, van kardinale belang vir organisasies is ,het die statistiese analise dit na die volgende agt (8) prosesse verminder: 1. Prestasie bestuur, ontwikkeling, beoordeling, vergoeding en erkenning 2. Effektiewe leierskap 3. Visie en missie 4. Strategie en struktuur 5. Kommunikasie 6. Analise van mededingers 7. Behoeftes van kliênte 8. Kern vaardighede Die drie honderd een en vyftig (351) vrae is ook verminder na een honderd vier en dertig vrae. Die gevalideerde vraelys kan nou aangewend word om die gesondheid van 'n organisasie te toets en is 'n tegniek wat uit twee fases bestaan wat behulpsaam kan wees om organisatoriese effektiwiteit te bevorder. Dit sal aan bestuur 'n wegspringpunt verleen in strategiese beplanning aangesien dit die vermoëns en gebreke van 'n organisasie uitwys, asook die swak areas/prosesse wat aandag verg. Die gekorrigeerde vraelys is daarom 'n informasie insamelings instrument wat werknemers se persepsie aangaande die organisasie meet en fokus op alle fasette van organisatoriese funksionering. Dit is dus 'n instrument om organisatoriese ontwikkeling en verbetering voortdurend toe te pas, en help 'n organisasie om swakhede wat geidentifiseer is, reg te stel. Die vraelys is dus 'n bestuursinstrument wat effektief deur alle organisasies aangewend kan word om mededingend te word om sodoende hulle voortbestaan te verseker.
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Camci, Alper. "AN ASSESSMENT OF ALIGNMENT BETWEEN PROJECT COMPLEXITY AND PROJECT MANAGEMENT STYLE." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2501.
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The main drivers for this research are the complexities associated with the project management and an organization's project management style in dealing with these complexities. This research aims to demonstrate that alignment between project complexity and project management style increases project performance and decreases project issues, and also, with increased project issues, project performance deteriorates. In order to test these claims, this research developed measures for assessing project complexity, project management styles and project issues by employing a survey of project management professionals. The measure for project complexity is based on a taxonomy with four categories: organizational complexity, product complexity, methods (process) complexity and goal complexity. Project management style is defined as the management paradigm that guides the managers of an organization in perceiving and dealing with management problems. The measure for project nagement style is based on the plan-do-study-act (PDSA) cycle and the Newtonian and complexity paradigms. Also the measures for project issues are developed after an extensive content analysis on the literature on project issues, risks and success factors. A self-administered survey instrument (paper-based and on-line) with 40 questions (seven point Likert scale) was utilized. The respondents were the project management professionals from different industries in the Central Florida region. Each respondent was asked to answer questions for two different kinds of projects: a successful project and a challenged project. Based on the data collected by the survey instrument, the results of confirmatory and exploratory factor analyses provide strong evidence that the final measures for project technology complexity, project management styles, project issues and project performance have adequate validity and reliability. Results of the hypothesis tests demonstrate that increased alignment of project complexity and project management style leads to increased project performance and decreased project issues, and also increased project issues leads to project decreased performance. From the perspective of project management, the results of this study have illustrated the importance of aligning a project's complexity and management style. These results suggest that project or program managers can improve the performance of their projects by any attempt to increase the alignment between project complexity and project management style. Project management professionals and theoreticians can use the methodologies provided in this dissertation to assess project complexity, project management style and alignment.Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering and Management Systems
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Alm, Lönnefjord Jonathan, and Robert Johansson. "Global project alignment and performance : Combining Chinese and Western management practices." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-69093.
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Purpose – The research purpose is to add insights to the project management literature by studying a global project encompassing Chinese and Western project participants, to possibly increase the understanding of how project alignment can be achieved. Method – The analytical approach for this abductive and explorative study was anchored in a six-phase thematic analysis (Clarke & Braun, 2014). A single-case study approach was used encompassing 17 interviews and 61 days of observations at a multinational manufacturing firm in China. Results - Both Chinese and Western project managers consider project effectiveness and efficiency when evaluating project success. However, there are several key nuances that separate the two groups, as Western project managers focus on customer satisfaction through efficient methods when evaluating project performance, whereas Chinese project managers focus on internal satisfaction through effective methods. The different viewpoints although similar affect the ability of manufacturing organizations to achieve alignment within global projects. To achieve alignment within global projects manufacturing organisations need to focus on three types of alignment while accounting for the nuanced view on project success; objective alignment, role alignment and internal alignment. Theoretical implications – Our study proposes an emergent model reducing the complexity of achieving alignment in global projects. The model contains three new types of alignment (objective, role and internal) that are actionable and direct compared to previous alignment types. The alignment types aids in the unification of Chinese and Western project managers view on project success. Practical implications – We expand the understanding of the Chinese and Western view on project success and provide insight into how alignment can be achieved in global projects. Our findings suggest that project managers should first achieve objective alignment before addressing role and later internal alignment in efforts to increase project performance.
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Sturgill, Roy E. Jr. "RISK MANAGEMENT AND PRACTICE ALIGNMENT FOR UTILITY COORDINATION ON TRANSPORTATION PROJECTS." UKnowledge, 2018. https://uknowledge.uky.edu/ce_etds/72.
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Utility coordination is an exceedingly complex effort of managing, communicating, and facilitating the avoidance and relocation of utility facilities as needed for highway projects. Utility coordination occurs throughout the design and delivery of a project and best practices are used to make sure this occurs efficiently and in the best interest of the public, who are not only the taxpayers but also the ratepayers. Recent research has attempted to enhance utility location technology and procedures, instill frameworks and tools for utility coordination, and proceduralize risk management relative to utility coordination. However, research attempting to improve various aspects of utility coordination simultaneously has led to a lack of consensus on how to integrate these research efforts into an effective standard of practice. These is also not a standard of practice for quantifying utility related risks for transportation projects.
This research will attempt to build consensus and contribute to the body of knowledge in this area of utility coordination by presenting an approach to assess the relative utility risks of a project and align current and new practices to minimize those risks. Through statistical analysis of historical project data regarding utility coordination schedules and costs for transportation projects in Kentucky, this study was able to produce a model that estimates utility related risk early in transportation project development. With input and evaluation by subject matter experts, utility coordination best practices were collected and aligned to utility risks on transportation projects. A decision support tool was developed to assist in the use of the mathematical utility risk model and the best practices associated with the varying risk levels.
This research also finds that there are disparities among utility stakeholders on transportation projects in regard to the effectiveness or satisfaction with particular best practices. This finding presents the need for early involvement and collaborative utility coordination to select practices that ensure utility related issues on transportation projects are minimized. The research also presents that increased use of alternative contracting methods can pose significant challenges to utility coordination on transportation projects. This stems from the finding that utility coordination practices were not uniformly effective across these varying procurement methods. Furthermore, as Departments of Transportation continue to deal with resource issues, one of which being manpower within utility coordination, the use of consultants for utility coordination presents its own set of complexities. The research finds the best application of consult-led utility coordination is through third-part consultants specializing in utility coordination, those who have been state-specifically trained for utility coordination, and prequalified for utility coordination work.
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Keith, Joanna Lucyna. "Enterprise risk management : developing a strategic ERM alignment framework, finance sector." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/10981.
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This thesis investigates the evolutionary process of risk management practices associated with the implementation of enterprise risk management (ERM) across the finance sector. Despite the increasing number of ERM adoptions in the finance industry in recent years, ERM was still at an early stage of development and further research is recommended. The literature review identifies a gap in the ERM literature, prompting the development of a theoretical framework to investigate key organisational factors critical to effective implementation of the strategic framework. A strategic ERM Alignment Framework was developed to address key shortcomings of existing ERM practices in the industry and to provide practical guidance to academics and practitioners. The research was conducted as a two-stage empirical study in the finance sector, employing sequential mixed methods of data collection and analysis: a series of 35 semi-structured qualitative interviews with senior enterprise risk managers representing a variety of financial organisations, followed by a quantitative questionnaire survey of 115 finance industry professionals. The literature supports the industry view of continuous internal and external pressures towards ERM implementation across financial organisations. The research findings confirm that ERM is perceived to have slowly transformed from a process of compliance to a strategic tool and become a source of value creation and competitive advantage. The study also shows that aligning ERM with core organisational strategies and enterprise risk culture have been the underlying factors driving a strategic ERM framework sustainable over time. Inadequate senior management support for ERM and an insufficiently dynamic enterprise risk culture are identified as the greatest challenges to ERM sustainability. Major benefits of ERM are revealed as well informed risk-adjusted decision making and a strategic enterprise-wide view of key risks. The main contribution to knowledge of this research is the development of a strategic ERM Alignment Framework for the finance sector and practical guidelines for its effective implementation. Specifically, this research offers academics and finance industry practitioners a better understanding of organisational factors critical to the implementation of a strategic ERM Alignment Framework, supported by empirical evidence. Key limitation of the research was identified as the complexity of the ERM Alignment Framework that can be mitigated by undertaking future research to simplify the framework following its practical application. The researcher recommends that future research should focus on intangible elements and qualities of ERM that are important to the Alignment Framework, such as developing a strong and consistent enterprise risk culture, or investigating how the framework can add value to the organisation.
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Elzen, Henrike Anje. "Self-management for chronically ill older people." [S.l. : [Groningen : s.n.] ; University Library Groningen] [Host], 2006. http://irs.ub.rug.nl/ppn/297661620.
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Coenen, Gary J. "Weight management with obese and overweight people." Online version, 2003. http://www.uwstout.edu/lib/thesis/2003/2003coeneng.pdf.
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Zwinger, Michal. "Challenges of People Management in MEMOS Software." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71935.
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Organically growing companies usually reach a point when people management starts to be challenging up to such scale that influences their further development. This master thesis in its first part covers basic topics essential for people management, especially communication, work motivation, job design and leadership. In the second part of this work is focus put on empiric research of a concrete situation inside the selected company, analyses of management interviews and employee questionnaires. The last part then presents a set of recommendations adjusted directly for the researched company in order to help improve current situation.
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Naidoo, Lavendra. "The strategic alignment maturity of business and information technology at Volkswagen South Africa." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003910.
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During the past three decades Information Technology (IT) has been constantly evolving and has emerged into a significant component and enabler of most organisations strategy, to the point that modern day organisations are intrinsically dependent on IT (Peppard and Ward, 2004). Henderson and Venkatraman (1993) advocate that for an organisation to be successful in a dynamic and competitive business environment it is imperative that there is an effective and efficient IT strategy that enables the business strategy and processes. Volkswagen South Africa (VWSA)in 2007 launched its corporate strategy, 1:10:100 – 2010 At the end of this stated period 2010, VWSA achieved several of its objectives, namely surpassing its competitors in passenger vehicle sales volume, improving its customer satisfaction, achieving a higher level of local parts content per unit, developing its people and improving its infrastructure and processes.
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Al-Asmakh, Sara A. "The Alignment of Strategy and Structure and Its Effect on Financial Performance." Thesis, HEC Paris (France), 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10708264.
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Both personal observation and extensive research show that some companies maintain consistent strategies and senior management while others see a revolving door of CEOs and strategies. Many of these companies also produce wide variations in their financial performance. This raises critical questions about how these differences may be connected to each other. There is a substantial body of research that shows alignment between strategy, structure and people improves organization performance. This research demonstrates that organizations who effectively align their employees, leadership, culture, structure and systems with their strategic direction deliver better financial performance. To further test these conclusions with a new research design, data was collected and analyzed on four large real estate development companies in Qatar. This included a validated employee engagement survey with global benchmark data, seven years of financial statements, interviews with employees, and review of changes in strategies and CEO's over time. The study confirmed existing research that better aligned organizations outperformed organizations that were not as well aligned. This study calls out for further research with companies in multiple industries and additional alignment measurement tools to explore more hypothesis about strategic alignment. Several recommendations to improve company performance came out of this study. 1) Employees need to be involved in strategy formation. 2) When the strategy changes, so should alignment. 3) New CEO's shouldn't always change the strategy. 4) Strategies must be clear and focused. 5) Better leadership at all levels improves implementation. 6) CEO's can have an excessive impact on results.
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Wood, Robin Lincoln. "Strategic alignment : the role of information and management systems in organisational performance." Thesis, London Business School (University of London), 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.362734.
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Matin, Seyedeh Mandana. "Alignment of ERM with performance management : the case study of automotive industry." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15243.
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This research explores the evolution of risk management practices, from traditional to enterprise risk management (ERM), in Iran's automotive industry. It also investigates the alignment of ERM and performance management, and their mutual impact. Academic and industry studies reveal that throughout recent decades there has been an increasing interest into ERM development and its alignment with performance management. However, despite the increase in ERM adoption over recent years, ERM is still in the early stages of implementation and requires further research and development. Moreover, a literature review revealed that the literature in respect of the alignment of ERM with performance management is limited and those existing are mostly of a visionary nature and lack practical implementation. Therefore, the gap identified through the literature review led to the development of a theoretical framework within this research, exploring the main organisational elements significant to the effective alignment of ERM and performance management and its implementation, which will provide practitioners and academics with practical guideline regarding such alignment. This research was completed through two empirical stages within the context of automotive industry. The primary data were collected and analysed through a mixed methods approach: 30 semi-structured interviewees were conducted with senior managers within the automotive industry (Qualitative). In the second stage, automotive industry professionals' responses were gathered from 101 survey questionnaires (Quantitative). The theoretical and empirical findings of this research confirm that in the recent decades, risk management has been evolving and transforming from its traditional approach to a strategic foundation, leading organisations towards competitive advantage and value creation. This research also indicates that aligning ERM with organisational performance management is critical in establishing a sustainable ERM and enhancing business performance over time. Based on the empirical findings of this research supported by theoretical findings, a lack of support from senior managers for effective ERM implementation and its alignment with performance management is considered as one of the significant challenges of sustainable ERM. In addition, a lack of ERM infrastructure and shareholders' poor understanding of ERM remains as challenging factors in aligning ERM with performance management. To the Researcher's best of knowledge, there is very limited literature into alignment of ERM and performance management in automotive industry. Therefore, this research's main contribution to the body of knowledge is the development of an effective framework for automotive industry, aligning ERM with organisational performance management, along with guidance for its implementation in practice. The key limitation associated with this research is that, due to complexity of ERM and its incorporation with other management functions and various organisational elements in the developed framework (Chapter 7, Section 7-1), it might be difficult somewhat to manage at the beginning of the framework adoption. It should be emphasised that the framework has been developed for those organisations that have a good understanding of ERM principles. So, this limitation might apply to those with inadequate knowledge of ERM. In addition, the developed aligning framework addresses the challenges and concerns of automotive industry organisations in aligning ERM with performance management. Applying this research in other sectors and industries provides the opportunity to investigate the potential changes and/or collaboration of certain elements of the framework based on the business area that the organisation operates in. The Researcher recommends further investigation into intangible organisational factors, such as how critical ERM culture could be effective in alignment of ERM with performance management. Moreover, the Researcher recommends that as ERM is growing quickly, future studies should continue to reveal and correlate new factors into the current framework. It is further recommended that future researchers could attempt to measure the benefits as well as the shortcomings associated with implementation of the aligning framework. This enables management with in organisations to improve the framework's advantage and to attempt to overcome its limitations.
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Crosson, Steven C. "Improving SPAWAR PEO C4I organizational alignment to better enable enterprise technical risk management." Thesis, Monterey, California: Naval Postgraduate School, 2017. http://hdl.handle.net/10945/52965.
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Approved for public release; distribution is unlimitedThis thesis examined how the Navy's Program Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I) has performed enterprise risk management (ERM). Based on ERM literature, the study developed an analytical framework to assess PEO C4I's ERM practices against documented ERM best practices, including evaluating a new risk in terms of its impact on existing risks and ensuring risks are managed at the most detailed level possible. The thesis also utilized organizational alignment literature to include organizational alignment principles in the evaluation. Key principles include 1) every employee has the responsibility to manage risk and 2) multiple teams are able to manage a single risk. The resultant analytical framework was applied to PEO C4I and documented for application to other organizations. PEO C4I performed well in the areas of 1) evaluating risks in areas other than the originating program office and 2) providing the framework to elevate risks to leadership. PEO C4I could use improvement in cross-team risk coordination and development of enterprise models to provide context for enterprise risks. Recommended interventions focus on having more functional areas involved in risk mitigation and developing a common enterprise architecture to improve understanding of potential areas of risk.
Civilian, Department of the Navy
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Blyth, David Holborn. "An Alignment Strategy for SANDF Engineering Programmes." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/23332.
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The key mission of a defence force is the ability to execute successful operations. If it is unable to do this, it is only a liability to the nation, and its right to exist ceases. The White Paper on defence requires the South African National Defence Force (SANDF) to be an affordable, small and technologically advanced force. The engineering technical family (ETF) is an integral part of this organisation and must contribute to its success. This study investigates how the ETF can enable the SANDF to be both successful and meet the requirements of the White Paper on defence. The success factors of a defence force are assumed to be based on the thirteen principles of war defined for the SANDF. This study proposes the ETF's contributions to the principles of war to increase the success of operations. The profiles of artisans, technicians, technologists and engineers, which are members of the ETF, are defined in terms of their technical and concomitant competences. This determines their roles. The ETF's competences are mapped to the requirements of the weapon systems during their life-cycle phases. This finding determines the mix of the ETF required over a typical weapon system's life. The strategy for aligning the ETF effort with the SANDF's core business is then developed. The ETF is divided into the technical services who ensure the readiness of weapon systems for the war-fighters, and the engineering services that change the baselines of the weapons systems to meet the changing demands of the the environment. Copyright 2001, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Blyth, DH 2001, An Alignment Strategy for SANDF Engineering Programmes , MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-03202002-122729 / >Thesis (MBA)--University of Pretoria, 2003.
Graduate School of Management
unrestricted
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Broadbent, Marianne. "The alignment of business and information strategies." Connect to thesis, 1990. http://repository.unimelb.edu.au/10187/2428.
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The aim of this study was to explore the nature and extent of the alignment of business and information strategies, and organisational factors which might be related to that alignment. The study was undertaken in two parts: an extensive literature analysis to identify possible factors and models of alignment, followed by empirical case study based research examining factors which might be related to the alignment of business and information strategy in some large information intensive organizations. The conceptual frameworks for the study were drawn from the literatures of strategy development, organizational design, and theories and practices of information systems and services. The literature review and analysis for this study was purposely extensive in order to encompass a wide range of conceptual and research based literatures about the management of information systems and services which inform the study. the literature review revealed burgeoning interest in the area of business and information strategy alignment from different, though often narrow, paradigms. At the same time there was plenty of rigorous, empirically based and cumulative studies of direct relevance to the research question. Areas of potential importance to the alignment of business and information strategy, drawn from the conceptual and research based literature, were examined in a hypothesis-generating empirical case study analysis of four of Australia’s five largest firms in the financial services sector.
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Quinn, Phillip James. "Managerial ownership and incentive alignment : evidence from mandatory stock ownership plans." Diss., University of Iowa, 2014. https://ir.uiowa.edu/etd/4727.
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Mandatory stock ownership plans require executives to hold a minimum level of stock. I exploit these changes in managerial stock ownership to examine the relation between managerial ownership and manager-shareholder incentive alignment. In contrast to prior work that suggests equity incentives induce opportunistic managerial behavior, I find earnings management declines following the adoption of mandatory stock ownership plans relative to a propensity-matched control sample. I also posit and find a reduction in bid-ask spreads following plan adoptions, consistent with manager-shareholder incentive alignment improving market liquidity and decreasing information asymmetry. These findings are consistent with boards of directors contracting with managers to reduce the agency costs of equity.
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Goslett, Daniel Gideon. "People management competitive practices in the new economy." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53550.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: People management, as a differentiating factor for an organisation in a competitive environment, has become a reality. This report focuses on practical best practices in making human capital the differentiating factor in any organisation. Eight topics are discussed, after positioning them against existing models and showing their relationship to the MARDEN diagnostic model of change management. The topics are: • Ensuring that your organisation's people management strategy delivers tangible results. • Entrenching a workplace culture that delivers optimum performance. • Creating high performance workplace practices. • Achieving growth through competency-based people performance and development. • Leveraging superior performance through team based leadership. • Strategy processes in developing supply chains and workplaces into major competitive advantages. • Transforming knowledge into power by becoming a true learning organisation. • Enabling your organisation to implement a successful change and transformation process. The topics are each evaluated in further detail, in order to drill down into specific practices and issues that need to be addressed by organisations. This ensures that practical best practices are positioned to ensure that the human capital, as a major intangible asset, is nurtured into high performing teams and a cohesive group.
AFRIKAANSE OPSOMMING: Mensebestuur as 'n differensierende faktor vir 'n organisasie in 'n mededingende omgewing is 'n realiteit. Hierdie verslag fokus op praktiese beste praktyke vir die versekering om mense-kapitaal as die differensiasie faktor te vestig in enige organisasie. Daar word agt onderwerpe bespreek teen die agtergrond van bestaande modelle, asook die verwantskap met die MARDEN diagnostiese model van veranderingsbestuur as evaluerings basis. Die onderwerpe is: • Versekering dat die organisasie se mense-bestuur strategie tasbare resultate lewer. • Vestiging van 'n werkplek kultuur wat optimale resultate verseker. • Vestiging van hoë verrigting werkplek praktyke. • Groei stimulasie deur bevoegdheid gebasseerde mense-prestasie en ontwikkeling. • Hefkrag van buitengewone prestasie deur span gebasseerde leierskap. • Strategiese prosesse deur die ontwikkeling van waardekettings en werkplek tot mededingende voordele. • Omskakeling van kennis in mag deur 'n ware lerende organisasie. • Bemagtiging van 'n organisasie deur die implimentering van suksesvolle veranderings en transformasie prosesse. Elke onderwerp word verder ondersoek in meer praktyke en detail wat deur organisasies geadresseer moet word om te verseker dat die beste praktyke toegepas word. Sodoende word die organisasie by gestaan om mense-kapitaal te posisioneer as die belangrikste ontasbare bate en ontwikkel in hoë prestasie spanne en 'n samehorige groep.
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Harding, J. A. "Medicines management for older people in primary care." Thesis, Queen's University Belfast, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.431600.
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MITCHELL, LUIS HENRIQUE RAJA GABAGLIA. "COMPETENCY-BASED PEOPLE MANAGEMENT AT THE AULANET ENVIRONMENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=4809@1.
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CONSELHO NACIONAL DE DESENVOLVIMENTO CIENTÍFICO E TECNOLÓGICOFUNDAÇÃO PADRE LEONEL FRANCA
Colaborar, essencial para o sucesso no mundo globalizado e conectado, exige comunicação, coordenação e cooperação entre os trabalhadores, cujas atividades se dão em grupos freqüentemente multidisciplinares, dinâmicos e geograficamente dispersos. Em resposta à necessidade de aprendizagem permanente, iniciativas em e-learning tem papel de destaque. E a conseqüente contínua evolução das competências pessoais enseja a adoção da gestão de pessoas para permitir, por exemplo, a localização de especialistas, a formação de grupos, a orientação do desenvolvimento individual e o planejamento estratégico da empresa. Unindo colaboração, educação à distância via Web e gestão de pessoas por competências, esta dissertação contém a pesquisa da extensão de um ambiente para a aprendizagem colaborativa (Ambiente AulaNet) com ferramentas de gestão por competências. É apresentado um embasamento teórico que esclarece vários conceitos da área, apresenta as três dimensões de uma competência e contrasta a gestão de conhecimento com a gestão de pessoas, informando também que tipos de perguntas esta última pode responder. Em seguida, explica-se em detalhes o modelo de competências desenvolvido para o AulaNet e como os diversos atores do ambiente podem se valer destas novas funcionalidades. Finalmente, apresenta-se um experimento realizado em 4 turmas de graduação da PUC-Rio utilizando o modelo proposto, bem como a conclusão tirada de seus resultados.
Collaboration, key for the success in the connected globalized world, demands knowledge workers to communicate, coordinate and cooperate in dynamic, multidisciplinary and geographically dispersed groups. E-learning rises as an important answer to the pressing need of non-stop learning. And the resulting continuous evolution of personal competencies calls for the use of competency management practices to aid activities such as expert location, group formation, career services and strategic company-wide planning. Uniting the collaboration, e-learning and competency management fields, the present work encloses the research on the extension of a collaborative learning environment (the AulaNet) with competency management tools. The theory guiding this research clarifies many of the concepts of the area, introduces the three dimensions of a competency and compares knowledge management with competency-based people management while lists the questions competency management can address. Then, details of the competency model developed for the AulaNet Environment are explained, as well as how the actors playing their roles in the environment can benefit from its new features. The document finishes by presenting the conclusion drawn from an experiment using the competency model, carried out in 4 editions of disciplines at undergraduate courses at PUC-Rio.
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Smithson, Emilie Frances. "Food cravings in people engaged in weight management." Thesis, University of Leeds, 2014. http://etheses.whiterose.ac.uk/8072/.
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The relationship between dieting and food cravings has been studied extensively; however, due to varied methodology, questionnaire measures and construct definitions, the evidence is conflicting. The present study was conducted in order to investigate the relationship between cravings, dieting and weight loss using a craving specific measure and gathering data at two different time points during active weight management. A large national sample of individuals (N=2932) enrolled in a commercial weight loss organisation completed two questionnaires approximately seven weeks apart. Information was collected on craving experiences, mood, restraint and weight change. Cross-sectional analysis found those ‘dieting to lose weight’ reported significantly fewer, less intense and more easily controlled food cravings than those ‘watching their weight’. In longitudinal analyses, there was a significant reduction in cravings that could not be accounted for by change in mood or dietary restraint. Frequency of ‘eating in response to food cravings’ at Time 1 explained 7.1% of the variance in overall weight change, such that those more likely to eat in response to food cravings lost less weight over the period of observation. A significant positive relationship was observed between weight loss and participants’ sense of control over their food cravings. Clinical implications draw attention to the contribution of momentary self-regulatory inhibition when explaining the variance in weight loss, and the reciprocal relationship between perceived control of cravings and weight regulation. The potential benefit of incorporating psychological strategies into weight-loss programmes to help support individuals struggling to cope with food cravings is discussed.
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Washington, Kathleen A. "The effects of an adaptive seating device on postural alignment and upper extremity function in infants with neuromotor impairments /." Thesis, Connect to this title online; UW restricted, 1996. http://hdl.handle.net/1773/7598.
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Barnes, Joan. "Strategic Alignment of Information Technology Projects and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3974.
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Alignment of information technology (IT) projects remains a concern for business executives and negatively impacts IT investments through failed projects. Drawing from the theory of systems thinking and the concept of holism, the purpose of this correlational study was to provide executive leaders with information about influences associated with the independent variables of project alignment and performance outputs, and the dependent variable, project success rates. Accordingly, the research question addressed the relationship between the 2-predictor variables and the outcome variable. Data collection involved a nonprobability, purposive sample of 49 credentialed project managers from Arizona who completed an online survey. Results from multiple linear regression analysis indicated statistically significant relationships between the predictor variables (F (2, 46) = 111.08, p < .001). The regression model predicted 82% of the variation resulted from the independent variables. The study's findings provide corporate leaders with a better understanding of project alignment, performance outputs, and project success rates from the operations perspective of project management professionals who contribute to the organization's competitive advantage through the implementation of strategic IT projects. The positive social change implications of this study include increased organization benefits, such as substantiated IT investments and higher profits. Increased project success rates substantiate IT investments through improved customer satisfaction and financial performance. Improved financial performance leads to higher profits, which leads to higher wages. Higher wages contributes positively to society-at-large through an enhanced quality of life.
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Van, der Walt Maarten. "Alignment between the brand positioning and culture : the case of Santam Ltd." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/3268.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.ENGLISH ABSTRACT: In service industries, the people are the brand and the brand is the people (Taylor, 2003:136). People are one of the dimensions that differentiate a brand (the others are product, price, place, promotion, process, physical evidence). The realisation of the brand promise depends on how the staff will live the brand in their daily activities. If staff treats customers badly, the effect on the image of the company is negative and the brand promise made to customers is not fulfilled. There are unfortunately many misguided companies that expect that a new name, fancy logo and flashy advertising campaign by themselves are enough to attract customers (Taylor, 2003:3). Culture: Several studies (De Geus, 1997; Fitz-Enz in Barret, 1998) examined the key factors contributing to corporate longevity and identified six characteristics of long-lasting, successful companies. These companies focus on more than just financial results and the identified characteristics show a strong focus on building a positive organisational culture. There are many models of organisational culture. Santam used the model developed by Richard Barret (1998), which links human needs and personal motivations with human consciousness. He consequently identified seven levels of organisational consciousness based on the view that organisations grow and develop in the same way that individuals do, according to seven well-defined developmental stages. Organisations that learn how to master all seven needs operate from a full spectrum consciousness (Barret, 2006:26). Barret (2006:26), showed that these are the most resilient and profitable corporations because they have the ability to respond appropriately to all business needs. Culture is the DNA of the company and can be seen as the driving force for all actions, decisions and belief systems of the organisation, whether at a conscious or unconscious level. Moser (2003:11) notes that, before a company can project a unique, external brand, you must first understand the company’s internal character. This internal identity, defined by values that the company considers integral to its existence, is the source from which all other aspects of the brand will, ideally, flow. Brand: According to Roberts (2005:27), on an average day, a person can expect to have been in touch with around 1 500 trademarked products. In some supermarkets there are up to 35 000 trademarked products. Because the consumer is bombarded by so many products and services, all the marketing and advertising strategies in the world mean nothing unless the consumer defines the product as a brand. Moser (2003:2) distinguishes between the internal and external parts of the organisation. The internal part of the company has to do with the company itself: how well it knows itself, what its values are, how consistently it acts in accordance with its values and what it really believes about the quality of its products and services. The external part of a company’s identity is how well it connects and relates to others. The better it knows itself and what it stands for, the better it connects with everyone who comes in contact with the brand – investors, suppliers, employees, prospects and even competitors. According to Campbell (2003:34), brand positioning is the key to success. Understanding the brand’s “positioning” statement (the blueprint of what it is, what it represents and where it is going) helps designers to interpret the brand’s personality. Positioning helps a company to define who and what it is and what it does. It explains where a company fits into the marketplace, what it has to offer that is unique and why people should care. Santam: In 2005, Santam developed its current strategy, also called the 2010 strategy. The mission and vision were condensed into a purpose statement: To be the best in everything we choose to do. The purpose statement is supported by six strategic thrusts. As part of the 2010 strategy, Santam has gone through a process of repositioning the Santam brand to become a leadership brand. Santam will remain a monolithic brand, with all aspects of the business branded “Santam”. The market in Santam can be divided into personal insurance and commercial insurance. The personal insurance market is segmented, using income and life stage as criteria. This segment can be divided into two sub-segments: Clients who are active in the insurance market; and Clients who are entering the insurance market. The commercial insurance market is segmented according to the size of the business (based on the number of employees) and the life stage of the business. To become a leading brand, Santam has to offer something customers want and which competitors do not offer – a unique product in the insurance market. Santam wants to challenge the industry by offering value, providing reassurance and making it easy for customers to do business with them. However, they do not want to lose direct customers (customers not dealing with a broker) and weaken their relationship with brokers Santam’s brand promise includes a proactive approach per segment. The benefit it promises to the client is that Santam will make life safer (risk management), resulting in life being nicer (rewards and other benefits through partnering with stakeholders in the value chain). Santam made use of an extensive process to identify and develop values that will support the brand positioning. Several workshops were held around the company, involving as many employees as possible. The outcome of the workshops and the new brand positioning was announced at a company-wide event, to which all Santam employees were flown from all over South Africa. The values were populated against three philosophies and were communicated at the event. The three philosophies and seven values communicated were the following: Inspire: Passion and committed Embrace: Care, integrity and diversity Think Big: Inventive and excellence. The purpose of the event was to make a bold statement through showing employees that Santam cares and simultaneously communicating the new Santam brand positioning to them. After the event, the culture was measured by populating the values into Barret’s (1998:67) cultural model. The objective of the culture measurement was twofold: To determine the gap between the current culture and the future culture that will enable the company to achieve the strategy; and To determine how entrenched the values that were identified are. The culture survey showed the gap between what staff value personally, the current culture and the desired future values. After the measurement, the survey results were work-shopped with all business units to validate the results and to determine when to start, stop and continue actions. All these actions resulted in a values and behaviour framework (appendix 1) that can be used in a culture-transformation framework. The purpose of the framework is to develop the culture that supports the brand.
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Goodwin, Steve. "Formal knowledge sharing in medium-to-large organizations : constraints, enablers and alignment." Thesis, University of Bath, 2009. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.512333.
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This research considers one of the most important of resources - knowledge. There is a widespread view that knowledge is important to organizations and this has led to the study of knowledge management. There are a plethora of definitions of knowledge and knowledge management, but knowledge sharing is recognised as being of fundamental importance. The literature shows the success of knowledge sharing is not only affected by factors including culture, management, technology, processes and structure but, more importantly, it is affected by how these factors interact and fit together. However there is little literature on alignment or strategic fit in knowledge sharing. This research adds to the literature by investigating the enablers and constraints of knowledge sharing and the possible effects of alignment. An interpretive approach using case studies triangulated with a survey is adopted, involving semi-structured interviews with 23 people across five organizations. The findings suggest that significant top management support and a strategy for knowledge sharing are necessary precursors of effective knowledge sharing. In the organizations which lacked this, there is little to encourage people to share and almost none of these organizations measured well on any aspect of knowledge sharing. There are widely varying uses of technology, but many are aimed at sharing data or information. Fewer uses of technology are geared to enabling or encouraging the communication necessary for knowledge sharing. The lack of senior management support may prevent any significant internal or external alignment so a possible approach to strategic fit for knowledge sharing is that strategy has to come first (and the management support that goes with it) and that this should lead to the embedding of the necessary behaviours for knowledge sharing. Only after this are processes and technology able to support knowledge sharing.
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Coertze, Jacques Jacobus. "A maturity grid-based method for assessing communication in business-IT alignment." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/6740.
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This thesis reports on the research undertaken to develop a method for organisations to assess human communication between their business and IT personnel as part of business–IT alignment. The research described in this thesis involves (i) a literature review in business–IT alignment and related fields, such as management studies and communication science; (ii) a Delphi study conducted among industry members, practitioners, and academics operating in the IT advisory, auditing and communication disciplines; and (iii) a case study of a public sector organisation in South Africa. By adopting a system-theoretic perspective on communication, this thesis proposes that communication in business–IT alignment can be seen as coordinating behaviour and a series of learning and reflection events, consequently culminating in increased mutual understanding. Various conceptualisations of communication are explored and, together with several industry elicited factors that influence communication in business–IT alignment, are incorporated into a conceptual model informing the assessment method. This research developed, applied, and tested a method whereby organisations can assess the quality of the human communication between their business and IT personnel as part of the business–IT alignment endeavour. The aim of this method is to trigger reflection on communication by considering communication philosophy and practices in business–IT alignment. The method, termed the ‘Business-IT Communication Alignment Maturity Improvement Communication Alignment Maturity Improvement (CAMI) method’, is based on a maturity grid-based approach, which stems originally from process improvement in software development and quality management. This thesis is most closely aligned with the research performed by Maier, Eckert, and Clarkson (2004, 2006), who successfully applied the maturity grid-based approach to investigate, audit and assess communication within the engineering design process. The question addressed in this thesis is whether this approach can be successfully extrapolated to the business–IT alignment context and whether it would yield similar benefits. Furthermore, the issue of whether it would offer a practical method for use in organisations is also addressed. Having applied the CAMI method at a public sector organisation, this thesis proposes that the maturity grid-based approach can indeed be extrapolated to iv the business–IT alignment context, consequently offering a viable and practical method for assessing communication in organisations. In particular, the CAMI method allows organisations to capture both their current and their desired communication situations and to expose discrepancies between the perceptions held by their business and IT personnel. These results form a basis for action planning, strategizing, and, ultimately, interventions for improvement. In conclusion, the thesis discusses further application and extension possibilities for the assessment method.
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Hristova, Vesela, and Claudia Müller. "Project Portfolio Management & Strategic Alignment : Governance as the Missing Link." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9575.
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Introduction – Project-based organizations face a series of challenges when trying to implement and manage their project portfolios successfully in line with their strategic goals. Good project portfolio management (PPM) practices play a crucial role in maintaining well performing portfolios, but PPM is still a fairly new academic field. And it was found that the current PPM literature embodies a gap in providing explicit governance criteria to assure consistent portfolio decision-making. Problem – What are the criteria of portfolio governance that contribute to better aligning the project portfolio to organizational strategy? Do project-based organizations in fact not implement a governance framework to guide their decision-making rationale? If there is some sort of a governance framework, do project-based organizations implement it in a consistent manner every time they take portfolio-related decisions? Purpose – The purpose of this study is two-fold. First, we attempt to fill a gap in the current PPM literature by proposing a portfolio governance framework that could enhance project portfolio decision-making. Secondly, it is our goal to find out whether decision makers in project-based organizations consistently cover all issues related to portfolio governance at portfolio meetings. Methodology – The study employs both qualitative & quantitative methods to fulfill the two-fold nature of the study. A Portfolio Governance Framework, comprising 26 statements, was developed on the grounds of existing literature on PPM, strategy & governance. The proposed Framework was then used as a basis to carry out an online survey in which 31 respondents (executive level) from 25 project-based organizations (operating in Sweden) were asked about how consistent they are in discussing relevant portfolio governance issues. Conclusion – The empirical findings of this study indicate that the majority of project-based companies do not employ a governance framework when it comes to portfolio decision-making. In the few cases that they do, it is mostly a set of policies that is not applied on a consistent basis.
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Mapisa, Cindy. "Navigating through some burning issues on people management in corporations." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52950.
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Thesis (MBA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: This study explored the present and future challenges faced by a group of South African managers. These challenges were identified and/or explored in the form of burning issues. The motivation for the study was the perception that often the ordinary South African manager is quick to import change interventions without really finding out what the real issuesare. In the processsuch interventions fail becausethey are in tandem with the real problem(s). A literature study was undertaken to explore and identify possible reasons that cause managers to adopt a quick-fix approach. An in-depth analysiswas made of the challenges facing South African organisations and the importance thereof, as well as of the need to channel limited resourcesto what really matters. Data for empirical study was collected by means of questionnaires completed by Management Development Programme Students of the University of Stellenbosch Business School as part of an assignment for change management. Research findings indicated five critical challenges/ the burning issues that should be given the necessary focus. Each of the five critical findings was discussed in depth and recommendationswere made.
AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die huidige en toekomstige uitdagings waarvoor 'n groep Suid-Afrikaanse bestuurders staan. Hierdie uitdagings is as brandende vraagstukke geïdentifiseer en/of ondersoek. Die motivering vir die studie was die persepsie dat Suid-Afrikaanse bestuurders oor die algemeen vinnig veranderingsintervensies implementeer sonder om vas te stel wat die werklike probleme is. Gevolglik misluk sulke intervensies omdat dit saam met hierdie probleme bestaan. 'n Literatuurstudie is gedoen om die moontlike redes waarom bestuurders die benadering van kitsoplossings volg, te identifiseer en te ondersoek. 'n Deurtastende ontleding is gedoen van die uitdagings waarvoor Suid-Afrikaanse organisasies staan, die belangrikheid daarvan, en die nodigheid om beperkte hulpbronne te kanaliseer na dit wat werklik saak maak. Data vir die empiriese studie is versamel deur middel van vraelyste wat as deel van 'n werkstuk oor bestuursverandering ingevul is deur studente op die Bestuursontwikkelingsprogram van die Universiteit van Stellenbosch BestuurskooI. Navorsingsbevindinge het vyf kritieke uitdagings/brandende vraagstukke geïdentifiseer waarop gefokus moet word. Elk van hierdie vraagstukke word uitvoerig bespreek en aanbevelings word gedoen.
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Meier, John George III. "The Relation among Employee Alignment, Perceived Organizational Support, and Employee Engagement." Thesis, The George Washington University, 2021. http://pqdtopen.proquest.com/#viewpdf?dispub=28157641.
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As organizations struggle to become and remain competitive, the engagement of employees may be a critical enabler in achieving organizational goals, enhancing organizational competitiveness, and improving employee well-being. To this end, scholars have identified a continuing need for research focused on organizational factors within the purview of managers to improve the engagement of employees (Alagaraja & Shuck, 2015; Coyle-Shapiro & Shore, 2007; Eldor & Vigoda-Gadot, 2017; Oswick, 2015; Whittington et al., 2017; Whittington & Galpin, 2010). Using the employee engagement framework proposed by Shuck and Reio (2011), this research examined the relation among employee alignment, perceived organizational support, and employee engagement in an organizational context. The research site was the human resources department of a not-for-profit health care organization located in the southern region of the United States. Census sampling was used to identify the actual sample (Fritz & Morgan, 2010) of 109 full-time nonsupervisory employees whose data was used in the analysis. Three self-report survey instruments were used: (a) the Employee Engagement Scale (Shuck, Adelson, et al., 2017), (b) the Stringer Strategic Alignment Scale (Stringer, 2007), and (c) the Survey of Perceived Organizational Support (Eisenberger et al., 1986). Bivariate correlation and multiple regression analyses were used to test the research hypotheses. The results provided evidence of partial support for the researcher’s hypotheses, with four of the seven hypotheses supported. Evidence was found for a positive relation among employee alignment, perceived organizational support, and employee engagement, as well as the statistically significant contribution of employee alignment in explaining unique variance in employee engagement (i.e., 23.4%). Contrary to expectations, the results did not provide evidence that perceived organizational support had a statistically significant direct effect on employee engagement. Additionally, the results did not provide statistically significant evidence of either a moderation or mediation effect of perceived organizational support on the relation between employee alignment and employee engagement. This study provides preliminary evidence that suggests that employee alignment, and to a lesser extent perceived organizational support, are two factors within the purview of managers that can be useful in creating the requisite organizational environment in which engagement may thrive.