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A Academia Militar e a cadeia de valor de Michael Porter: Contributos de Gestão Estratégica em contexto de mudança
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Abstract(s)
O presente Trabalho de Investigação Aplicada está subordinado ao tema “A Academia Militar e a cadeia de valor de Michael Porter: contributos de Gestão Estratégica em contexto de mudança”.
Vivendo atualmente num mundo onde as mudanças e a incerteza são as únicas
constantes, torna-se pertinente agilizar a flexibilidade em termos de capacidade de adapt ação, muito por causa das adversidades que vão surgindo.
A Academia Militar, ainda que não compita pela margem de valor, luta pela sobrevivência, como qualquer empresa, devido à escassez de recursos monetários. É então peremptório que a Academia Militar lidere as melhores práticas a nível de processos, caminhando no sentido da eficiência, eficácia e economia, podendo recorrer aos serviços part ilhados, instaurando assim um clima de coopetição.
Para além da mudança a nível de limitações financeiras, a Academia Militar está a
meias de um processo de junção com os outros dois estabelecimentos de ensino superior
militar, pelo que é um bom ponto de partida o levantamento da sua cadeia de valor.
A médio e longo prazo, impera o pensamento de que se deve apostar numa gestão
estratégica adequada aos objetivos e fins tidos como meta. E por a gestão não ter leis, mas sim mecanismos, torna-se imperativo o recurso aos mesmos, em prol do êxito e satisfação de todas as partes.
É no refúgio dos mecanismos de gestão que se garante algum avanço, recorrendo ao
benchmarking, outsourcing, cadeia de valor, gestão por objetivos, o balanced scorecard e análise SWOT. Numa otimização de todas as possibilidades, identificou-se a cadeia de valor da Academia Militar e potencializou-se a mesma com soluções procuradas via instrumentos acabados de referir.
E porque não é uma instituição ímpar, também os seus semelhantes se constituíram como participantes nesta investigação, contribuindo com o relato das práticas rotineiras das suas instituições ou escolas. Desta forma, conseguimos completar toda a recolha bibliogr áfica com relatos na primeira pessoa, através de inquéritos po r entrevista e questionário,
proporcionando ainda várias observações úteis. Concluiu-se que existem vários pontos negativos associados ao serviço de aliment ação, transporte, recursos humanos e infraestruturas, as quatro atividades estudadas, fazendo sentido para nós todas as propostas apresentadas. A mudança mais drástica, a acontecer, será a nível do serviço de alimentação e de infraestruturas, pelas questões burocráticas e orçamentais.
A acessibilidade das soluções propostas para os recursos humanos e para os transportes anula-se pelo facto de a Academia Militar estar dependente do Exército para a autorização das respetivas ações propostas, o que limita em muito a ação do comandante.
Abstract This Applied Research Work is subordinate to the theme "The Military Academy and the Value Chain of Michael Porter: contributions of strategic management in a changing environment". Currently living in a world where the only constant is change and uncertainty, it is pertinent to streamline the flexibility in terms of adaptability, largely because of the adversities that arise. The Military Academy, although not competing for profit, also struggles for survival as much as any other company, due to the lack of monetary resources. It is therefore imperative that the Military Academy leads the best practices in terms of processes, walking towards efficiency, effectiveness and economy, which may resort to shared services, thus introducing a climate of coopetition. Apart from changing the level of financial constraints, the Military Academy is half of a pairing process with the other two military higher education institutions, so the lifting of its value chain is a good starting point . Prevailing the thought that in the medium to long term there should be an investment in strategically appropriate managements of the objectives and purposes taken as target. And once management does not have laws, but rather mechanisms, it becomes imperative to use them, for the sake of the success and satisfact ion of all parties. It is the refuge of management mechanis ms that guarantee some progress, using benchmarking, outsourcing and value chain, management by objectives, the balanced scorecard and SWOT analysis. In optimization of all these possibilities, we identified the value chain of the Military Academy and potentiated it to find solutions through the instruments just mentioned. And because this is not a unique institution, its similar institution also constituted as participants in this research, contributing to the account of routine practices of their instit utions or schools. Thus, we completed all the bibliographic collection with first-person reports by interview and questionnaire surveys, while still providing many useful comments. It was concluded that there are several drawbacks associated with the four studied activities, making sense all proposals submitted. The most drastic change, if made, is at the level of supply service and infrastructure, for the bureaucratic and budgetary issues. The accessibility of the solutions submitted for the human resources and transports vanishes by the fact that the Military Academy is dependent on the Army for authorizing respective actions proposed, which limits the action of the commander.
Abstract This Applied Research Work is subordinate to the theme "The Military Academy and the Value Chain of Michael Porter: contributions of strategic management in a changing environment". Currently living in a world where the only constant is change and uncertainty, it is pertinent to streamline the flexibility in terms of adaptability, largely because of the adversities that arise. The Military Academy, although not competing for profit, also struggles for survival as much as any other company, due to the lack of monetary resources. It is therefore imperative that the Military Academy leads the best practices in terms of processes, walking towards efficiency, effectiveness and economy, which may resort to shared services, thus introducing a climate of coopetition. Apart from changing the level of financial constraints, the Military Academy is half of a pairing process with the other two military higher education institutions, so the lifting of its value chain is a good starting point . Prevailing the thought that in the medium to long term there should be an investment in strategically appropriate managements of the objectives and purposes taken as target. And once management does not have laws, but rather mechanisms, it becomes imperative to use them, for the sake of the success and satisfact ion of all parties. It is the refuge of management mechanis ms that guarantee some progress, using benchmarking, outsourcing and value chain, management by objectives, the balanced scorecard and SWOT analysis. In optimization of all these possibilities, we identified the value chain of the Military Academy and potentiated it to find solutions through the instruments just mentioned. And because this is not a unique institution, its similar institution also constituted as participants in this research, contributing to the account of routine practices of their instit utions or schools. Thus, we completed all the bibliographic collection with first-person reports by interview and questionnaire surveys, while still providing many useful comments. It was concluded that there are several drawbacks associated with the four studied activities, making sense all proposals submitted. The most drastic change, if made, is at the level of supply service and infrastructure, for the bureaucratic and budgetary issues. The accessibility of the solutions submitted for the human resources and transports vanishes by the fact that the Military Academy is dependent on the Army for authorizing respective actions proposed, which limits the action of the commander.
Description
Keywords
Gestão Estratégica Benchmarking Cadeia de Valor Academia Militar
Citation
Publisher
Academia Militar. Direção de Ensino