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2007 - Jose Claudio de Lima Ferreira.pdf: 2282056 bytes, checksum: 221b5b40cbe179cf68e858d77f2fa650 (MD5)
Previous issue date: 2007-07-25 === This paper shows the analysis of the strategic management and its instruments, also consisting
of a guide to the process execution. It can be noticed that the strategic management is not used
at all in the short companies of loading transportation in Barra Mansa-RJ, for several reasons
belonging to its size and to the not vast amount of knowledge by the managers of such
companies about the benefits from the business enterprising strategy. Different kinds of
companies do not regard the learning of their place as necessary, abandoning to their fate
the way of financial and people management, the business values and their general culture.
Because of the not being structural planning, the control is relegated to the third place or it
does not exist at all. The learning of the company organism environment is really important to
the strategical management. Thus, to the big companies, the global vision is of great worth but
is a consensus that it is necessary to take care of the firm and not of the competition, thinking
about this last one as an enemy instead of being a partner in a growing process to each small
company. In the same way, they think it is useless the learning of the financial, political,
cambial and social view of the environment, of the internal and external customers. According
to an analysis based in a research with businessmen of that specific field, it was expected to
know the real face of the small businessman of the loading transportation area, as well as his
difficulties and to suggest essential and basic instruments to fit the strategical management, in
its beginning, to this kind of businessman. === Este estudo trata da an?lise de gest?o estrat?gica, com suas ferramentas, compondo, inclusive,
um roteiro para a realiza??o do processo. Percebe-se que a gest?o estrat?gica ? muito pouco
utilizada na pr?tica pelas pequenas empresas de transporte de carga de Barra Mansa-RJ, por
diversos fatores inerentes a seu porte e ao pouco conhecimento dos gestores destas empresas
dos benef?cios gerados pela estrat?gia empresarial. Empresas de diversos ramos n?o julgam
imprescind?vel o conhecimento de seu mercado, deixando ao acaso a forma de
gerenciamento financeira, administrativa, de pessoas, os valores empresariais e sua cultura
geral. Por n?o existir o planejamento estruturado o controle ?, da mesma forma, relegado ao
terceiro plano, ou simplesmente n?o existe. O conhecimento do ambiente organizacional ? de
fundamental import?ncia para a gest?o estrat?gica. Dessa forma, para as grandes empresas, a
vis?o global ? de grande valia, mas, nas pequenas empresas, pelo que p?de ser observado, o
que existe ? um consenso de que se deve cuidar da empresa e n?o da concorr?ncia,
considerando esta ?ltima como inimiga e n?o como geradores de parcerias que poderiam
engrandecer o mercado e a cada pequena empresa. Da mesma maneira, julgam desnecess?rio
o conhecimento do cen?rio financeiro, pol?tico, cambial, social, do meio ambiente, dos
clientes internos e externos. Mediante an?lise estruturada atrav?s de pesquisa de campo junto
a empres?rios do setor, desejou-se conhecer o verdadeiro perfil do pequeno empres?rio do
ramo de transporte de carga, suas dificuldades, e sugerir ferramentas fundamentais e b?sicas
para adequar a gest?o estrat?gica, em seu in?cio, a este perfil de empres?rio.
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