Coutinho, Maria Lucia Granja (2016) Managerial roles in project-oriented businesses. PhD thesis, Universidade de São Paulo, Brazil.
Abstract
Projects are increasingly deployed in organizations, whether for product enhancements, processes and services, either as a source of revenue. This thesis has the primary objective of identifying the roles of the executive in the company whose allocation and fundraising is on the development and commercialization of projects, so-called project-oriented businesses. This business model has peculiarities as the structure, strategy and project management. Manage companies whose business model is to produce projects makes the manager play roles aimed at driving, controlling, and delivering value to customers. Executives fit the tasks of managing people, seek information from inside and outside the company and make decisions regarding the projects to be executed and available resources. This thesis is based on studies on the nature of the work of Mintzberg executive, published in 1973 and revised in 2010, with the analysis of management activities observed in interpersonal, informational, decisional roles and managerial competences. A quantitative research study, conducted through a questionnaire structured with the application of e-survey, traces the profile of the executive based on roles and managerial skills in business-oriented projects. Executives who took part in the survey are companies of civil construction, information technology (hardware and software), advertising agency, consulting, oil, finance, transport and auditing. The findings, to the processing of data using exploratory factor analysis to validate the survey instrument and the descriptive statistics for the data collected show that the decisional roles, have higher average compared with the other roles of manager, especially as Resource Allocator on actions to improve workflow and project management through delegation and supervision of activities. The informational roles prevail tasks related to the Monitor as responsible for receiving information from inside and outside the company and interpersonal roles we emphasize the Liaison activities performed by the executive as a representative of the company. With regard to decision-making competences are perceived with greater presence in taking actions and management decisions of changes in the organizational environment
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Maximiano, Antonio Cesar Amaru |
| Uncontrolled Keywords: | executive; management project; role |
| Index terms: | advertising, quantitative research, supervision, project management, statistics, managerial skill, hardware, business model, executive, presence, revenue, survey, strategy, exploratory factor analysis, manager, information technology, workflow, agency, questionnaire, management decision, competence, organizational environment, decision-making |
| Subjects: | environmental science, economic analysis, practitioner, decision-making and reasoning, data analysis and analytics, computing systems, computer hardware, control systems, data collection methods, business, mathematical modelling, statistical analysis, decision analysis, sociology, professional development, personnel development, project management theory and practice, management |
| Topics: | Risk Management, Sustainability, Project Management, Roles and Professions, Business Strategy, Information Management, Research Practice, Organizational Design, Digital Applications, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here