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Sociologia das Organizações Outubro – Dezembro 2010

This article explores the importance of vision, mission, and values for organizational development. It provides examples from top companies like Google and Insead, emphasizing the role of these elements in guiding strategic direction, shaping company culture, and influencing stakeholders. It also discusses SWOT analysis and strategic objectives, offering insights into building a strong foundation for sustainable growth and impact in today's competitive business landscape.

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Sociologia das Organizações Outubro – Dezembro 2010

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  1. Sociologia das OrganizaçõesOutubro – Dezembro 2010

  2. Visão, Missão e Valores Visão: • O que queremos ser e para onde queremos ir? Missão: •  Porque é que esta Empresa existe? • Qual a ideia/conceito que presidiu à criação deste negócio? •  Trata-se da razão fundamental da existência de uma Empresa. Valores: •  De que forma vamos trabalhar para chegar à Visão e mantendo-nos alinhados com a nossa missão? • O que valorizamos?

  3. VisãoAcid test • Concreta e específica • Desafiadora e excitante • Positiva e inspiradora • Um objectivo ambicioso • Atingível

  4. Visão Amazon To build a place where people can come to find and discover anything they might want to buy online

  5. Exemplos de missão e valoresGoogle Mission: To organize the world’s information and make it universally accessible and useful. Core Values 1)We want to work with great people 2) Technology innovation is our lifeblood 3) Working at Google is fun 4) Be actively involved; you are Google 5) Don’t take success for granted 6) Do the right thing; don’t be evil 7) Earn customer and use loyalty and respect every day 8) Sustainable long-term growth and profitability are key to our success 9) Google cares about and supports the communities where we work and live 10) We aspire to improve and change the world

  6. Insead Mission Statement • As an educational institution, our mission is to promote a non-dogmatic learning environment that brings together people, cultures and ideas from around the world, changing lives, and helping transform organisations through management education. Through teaching, we develop responsible, thoughtful leaders and entrepreneurs who create value for their organisations and their communities.Through research, we expand the frontiers of academic thought and influence business practice.

  7. Valores Insead Our Values DIVERSITY AS A SOURCE OF LEARNING AND ENRICHMENTWe are free from any dominant culture or prevalent dogma; we are open to, and respectful of, other views; we learn through the exchange of ideas and experiences. INDEPENDENCE AS A GOVERNANCE PRINCIPLEWe believe in intellectual freedom and are autonomous in our financial, institutional and academic planning and decision-making process.RIGOUR AND RELEVANCE IN TEACHING AND RESEARCHWe encourage diversity in research and teaching methods with no single school of thought or methodology predominating; what matters is rigour and impact on management as an academic discipline, on business practice and in the classroom.CLOSENESS TO THE INTERNATIONAL BUSINESS COMMUNITYWe partner with the international business community to explore and disseminate management knowledge; we believe in the role of business as a force for improving people’s lives.ENTREPRENEURIAL SPIRITWe are willing to experiment and innovate; we are ready to take risks and manage the results of our actions.

  8. Critical Software Mission - Our mission is to provide dependable and innovative technologies and engineering solutions for mission and business critical information systems across several industries. Vision - Our vision is to become an international software technology and engineering business recognized for excelling in the provision of pioneering and innovative solutions in multiple markets while ensuring the highest quality and dependability.  ValuesGlobal Vision: we want to compete in the most mature markets throughout the world • Customer focus: we are strongly committed to customer satisfaction • Quality: we have a quality driven culture focused on engineering and technology excellence • Re-investment and Growth: we re-invest company profits to support and boost our growth • People and Community: we believe that merit, energy and a strong will can make a difference • Innovation and R&D: we promote creativity and imagination to successfully introduce new technologies

  9. Análise SWOT S • Pontos Fortes (Strenghts) • Que vantagens detemos? • O que fazemos bem? • A que recursos temos acesso? • Que aspectos positivos os outros destacam em nós? • O que os nossos Clientes/utentes/alunos valorizam em nós? • Pontos Fracos (Weaknesses) • O que podemos fazer melhor? • O que não fazemos tão bem quanto gostaríamos? • O que devemos evitar? • Que aspectos os nossos Clientes gostariam que melhorássemos? W • Oportunidades (Opportunities) • Que oportunidades temos à nossa frente? • A que tendências devemos estar atentos? • O que está a mudar no negócio? • O que as universidades líderes estão a fazer? • Ameaças (Threaths) • Que obstáculos enfrentamos? • O que a nossa concorrência está a fazer? • Os requisitos e pressupostos da nossa função estão a mudar? • Temos dificuldades em atingir os resultados e porquê? • Alguma das nossas fraquezas poderão vir a ameaçar o nosso sucesso? O T

  10. Exemplos de objectivos estratégicos • GrowthMaintain a net profit rate equal to or better than the best world class companies in our industry. • ManagementHave a management team capable of meeting our strategic objectives. • SafetyHave an injury free workforce. • AdministrativeHave standardized cost management and financial systems. • EmployeesDefine and communicate organizational roles, responsibilities, and expectations for all employees. • QualityComplete the ISO 9000 certification of all projects.

  11. Enquadra os indicadores chave para a execução da estratégia ...

  12. Estrutura de um Balanced Scorecard

  13. …assegurando a integração e o alinhamento dos indicadores aos vários níveis Scorecard da Empresa Indicadores estratégicos Scorecard da Direcção / Departamento Estratégia Scorecard Equipa / Indivíduo Visão Indicadores de processo / Unidade Unidades Orgânicas Objectivos Estratégicos Dimensões de Performance Indicadores de função / actividade Equipas / Indivíduos Factores Críticos de Sucesso Indicadores e Métricas O Scorecard Estratégico é a base para a identificação, em cascata, dos indicadores de desempenho aos vários níveis, culminando com os objectivos individuais / equipa.

  14. A Metodologia de Desenvolvimento do BSC 4 Direcção de Negócio de Longo Prazo Visão e Missão 4 Aquilo que é necessário para criar e manter Vantagens Competitivas Objectivos Estratégicos Competências / desenvolvimento Qualidade/ Processos Financeira Clientes Aquilo que é Crítico para se atingirem os Objectivos/ Executar a Estratégia 4 Factores Críticos de Sucesso (FCS’s) Quais os Indicadores que melhor reflectem a Evolução na Execução da Estratégia/ Atingimento dos Objectivos 4 Indicadores de Desempenho e Métricas

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