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Advisor(s)
Abstract(s)
O principal objetivo com a realização deste TFM consiste em elencar as principais perceções dos diferentes níveis hierárquicos face à temática dos obstáculos à execução das estratégias, utilizando para tal um caso de estudo de uma empresa portuguesa, comparando posteriormente, com os obstáculos apontados pela literatura internacional e estudos aplicados à realidade portuguesa. O método utilizado para obter os dados necessários para analisar a empresa foi um inquérito, sendo o mesmo distribuído pelos colaboradores da Satfiel, pertencentes a diferentes níveis hierárquicos. Após a comparação entre os diversos estudos, as principais conclusões que são retiradas são que existe uma clara debilidade das empresas portuguesas face às empresas estrangeiras na capacidade de atuação face ao dinamismo da envolvente genérica que as rodeia, no sentido em que existe uma falta de agilidade na incorporação dessas mesmas mudanças nos processos utilizados durante o normal decorrer das empresas. No que à perceção dos diferentes níveis hierárquicos face aos obstáculos à execução estratégica diz respeito, é possível apontar que existem diferenças na sua opinião, no sentido em que os membros da gestão de topo apontam sobretudo obstáculos de caráter estrutural, como é o caso da falta de recursos, enquanto que os seus inferiores hierárquicos reconhecem obstáculos de natureza mais pessoal, como o sistema de recompensas desajustado e o facto de os objetivos estratégicos estarem desalinhados com os interesses dos colaboradores.
The main purpose of the study performed consists in listing the different hierarchical levels main perceptions regarding the obstacles to effective strategy execution thematic, using, in order to do so, a case study of a Portuguese company, comparing it, afterwards, with the obstacles pointed out by both the international literature and also studies aplied to the Portuguese reality. The method used to obtain the needed data to analyze the company was a survey that was distributed by Satfiel’s professionals, across the different hierarchical levels. After the comparison between studies, the main takeaways are that there is a clear weakness of the Portuguese companies, when compared to the international ones, in adapting to the changing unpredictable environment in which the company is inserted, in a sense that there is a lack of agility in the incorporation of those changes in the normal day to day company´s processes. Regarding the different hierarchical levels perception of the main obstacles to strategic execution, it is possible to point out that there are differences in their opinion, in the sense that top management members point out obstacles more related to a structural nature, such as the lack of resources, while their hierarchical inferiors recognize obstacles of a more personal nature, like the inadequate reward system and the fact that the strategic objectives don’t contemplate their interests.
The main purpose of the study performed consists in listing the different hierarchical levels main perceptions regarding the obstacles to effective strategy execution thematic, using, in order to do so, a case study of a Portuguese company, comparing it, afterwards, with the obstacles pointed out by both the international literature and also studies aplied to the Portuguese reality. The method used to obtain the needed data to analyze the company was a survey that was distributed by Satfiel’s professionals, across the different hierarchical levels. After the comparison between studies, the main takeaways are that there is a clear weakness of the Portuguese companies, when compared to the international ones, in adapting to the changing unpredictable environment in which the company is inserted, in a sense that there is a lack of agility in the incorporation of those changes in the normal day to day company´s processes. Regarding the different hierarchical levels perception of the main obstacles to strategic execution, it is possible to point out that there are differences in their opinion, in the sense that top management members point out obstacles more related to a structural nature, such as the lack of resources, while their hierarchical inferiors recognize obstacles of a more personal nature, like the inadequate reward system and the fact that the strategic objectives don’t contemplate their interests.
Description
Keywords
Formulação estratégica Execução estratégica Barreiras à execução da estratégia Níveis hierárquicos Estratégia Strategic formulation Strategy execution Barriers to strategy execution Hierarchical levels Execution