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Publication
Hoshin Kanri como instrumento de alinhamento estratégico. Estudo de caso : Serviços Sociais da Guarda Nacional Republicana
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| 2.88 MB | Adobe PDF | |||
| 2.58 MB | Adobe PDF |
Advisor(s)
Abstract(s)
No momento de definir um plano que permita incrementar o desempenho organizacional,
existe a necessidade de traçar uma rota estratégica capaz de alinhar, interligar e desdobrar
os objetivos estratégicos em operacionais entre os vários níveis organizacionais. Através da
utilização do método hipotético-dedutivo, método inquisitivo, a análise documental, e o recurso
a entrevistas e inquéritos, pretende-se identificar de que forma a associação do Hoshin Kanri ao
Balanced Scorecard (BSC) pode contribuir para potenciar a gestão dos Serviços Sociais da GNR
(SSGNR). Da análise aos dados quantitativos e qualitativos conclui-se que a conjugação entre os
dois modelos permite alavancar o desempenho organizacional, onde os objetivos estratégicos
conceptualizados pelos BSC são alinhados e desdobrados através da metodologia Hoshin em
táticas e processos pelos vários níveis organizacionais.
Defining a plan to improve organizational performance requires outlining a strategy that can align, connect, and translate the strategic objectives into operational objectives at different organizational levels. The investigation uses the hypothetic-deductive method, the inquisitive method, documentary analysis, interviews, and surveys to identify how the Hoshin Kanri can be combined with the Balanced Scorecard (BSC) to improve the management of the GNR’s Social Services (SSGNR). Upon analysis, the quantitative and qualitative data revealed that combining the two models provides a way of leveraging organizational performance by using the Hoshin methodology to align and deploy the strategic objectives conceptualised in the BSC through tactics and processes at different organizational levels.
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Defining a plan to improve organizational performance requires outlining a strategy that can align, connect, and translate the strategic objectives into operational objectives at different organizational levels. The investigation uses the hypothetic-deductive method, the inquisitive method, documentary analysis, interviews, and surveys to identify how the Hoshin Kanri can be combined with the Balanced Scorecard (BSC) to improve the management of the GNR’s Social Services (SSGNR). Upon analysis, the quantitative and qualitative data revealed that combining the two models provides a way of leveraging organizational performance by using the Hoshin methodology to align and deploy the strategic objectives conceptualised in the BSC through tactics and processes at different organizational levels.
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Description
Keywords
Hoshin Kanri Balanced Scorecard Gestão estratégica Instrumentos de gestão Eficiência Strategic management Management tools Efficiency