E-Learning as a shared service in shared services centers

Book Subtitle International Conference, CENTERIS 2010, Viana do Castelo, Portugal, October 20-22, 2010, Proceedings, Part IIAn organization is an entity of systemic nature, consisting of one or more people interacting with each other to achieve common goals, being one of its greatest challenges the attempt to follow the evolution of their environment. Adoption of Technologies and Information Systems enables organizations to improve their information flow and, when used strategically positively differentiates, providing competitive advantages, for the dissemination and updating of organizational knowledge. This dissemination in a global world requires the adoption of distance communication procedures, e-learning. Shared Services an organizational management model, continue to be implemented in Economic Groups and Public Administration, with the aim to provision of services appropriate to each Internal Customer or Organizational Unit, collaborative and virtual, supported by a single technology platform and enterprise architecture service-oriented. The implementation model of shared services proposed here, three-layer model, adds e-learning as a shared service

GESTÃO DE PROCESSOS E TECNOLOGIA DE INFORMAÇÃO: EM BUSCA DA AGILIDADE EM SERVIÇO

Organizations grappling with a variety of problems arising from the rapid of information technology (IT) development and the tension caused by the delay in the introduction of this evolution in business management models. The greatest difficulties are in creating an operating environment in which the speeds of decision-making and organizational performance are keys to agility services. Thecombination of IT, as service-oriented architecture (SOA) and Web services (WS) with Business Process Management (BPM), promise to revolutionize the way organizations is structured to create an operating environment able to expedite decision-making and tomake better use of business opportunities. However, these technologies still face challenges that need to be overcome. Based on the literature review, the scope of this article is to discuss the main issues of organizational modeling technology and present a proposal for a conceptual model targeted for businessagility

Continuous Development of Knowledge Management for Higher Education Institutions

Higher educational institutions play a very important role in gaining, improving, using, supplying, and storing knowledge and making it available for their students. For the sake of the institutions, such information needs to be managed properly and constantly. The aim of this paper is to describe how to establish effective knowledge management so that it can bring maximum benefit for all academicians. For this purpose, higher educational institutions need to know the definition of knowledge management, its structure and role model, the way of obtaining innovation from it, the use of it. Understanding all mentioned makes it easier for them to manage knowledge and come up with constant innovations through an academic research which will reveal result information, innovative ideas, and data of innovation developed. The success of knowledge management program depends on three components, human resources, the management processes, and existing technology adopted in the institutions

Balancing European SME managers’ training contents: perceived importance & training needs

Background: Given the limited available time of in-service professionals, the balance between the perceived importance of the course content and training needs is essential for the acceptance and attractiveness of training courses aimed at them. Objectives: The goal of the paper is to contribute to the development of entrepreneurship and business training programs for European SME managers. Methods/Approach: In six European countries a survey focusing on SME managers’ views on the importance of individual items from a list of potential course content items, and their training needs was carried out, and followed by an analysis using exploratory and multivariate techniques. It was aimed at identifying homogeneous groups of managers with common training needs and perceptions of content importance. Results: Homogeneous groups of managers who assign the same importance to certain competences and who have common training needs are identified. Conclusions: Results of our research could help training institutions to develop courses aimed at SME managers. The balancing approach proved to be an interesting method of combining conflicting requirements for the training course curriculum development.This paper is based on work developed with support from the European Commission (Education and Culture Directorate-General, Lifelong Learning Programme). This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained herein. The development of this paper was partly financed by the ERDF - European Regional Development Fund through the COMPETE Programme (operational programme for competitiveness) and by National Funds through the FCT - Fundacao para a Ciencia e a Tecnologia (Portuguese Foundation for Science and Technology) within projects "FCOMP - 01-0124-FEDER-022701" and "FCOMP-010124-FEDER-022692"

Modelo para a avaliação do desempenho potencial de gestores de sistemas de informação

Nowadays, the Information Systems Function has a vital importance for the competitiveness of many organizations. At the core of the Information Systems Function is the Chief Information Officer, the main responsible for the planning, structuring, leadership and control of this function. Therefore, the success of an organization is directly dependent on the performance of the Chief Information Officer. This fact justifies the relevance of an adequate potential performance evaluation process, prior to assigning someone at the commands of the Information Systems Function, so as to minimize the risks of a poor performance and increase the chance of success. In this paper a scoring model is proposed for the evaluation of the potential performance of Chief Information Officers, together with processes to make it operational.- (undefined

The development and implementation of a ‘one stop’ assessment strategy in Psychology

In this paper we will be outlining the development of an assessment strategy and accompanying online single point of access for all assessment-related processes undertaken by Psychology staff within a higher education setting. We will outline the problem and highlight why the changes were needed. Then we will outline how we created the assessment strategy and single point of access, discuss the preliminary impact, and conclude with next steps

ERP Systems in Multinational Enterprises: A literature Review of Post-implementation Challenges

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Proposta de Balanced Scorecard e Flight Plan num cockpit organizacional para a Academia da Força Aérea

Mestrado em Contabilidade, Fiscalidade e Finanças EmpresariaisA acérrima competitividade presente em todos os setores da economia revela-se um desafio para as organizações (Niven, 2015). Um dos instrumentos de gestão estratégica que permite acompanhar e gerir a competitividade das mesmas é o BSC (Kaplan & Norton, 1996). O presente TFM pretende apresentar uma proposta de Cockpit Organizacional adaptado para a Academia da Força Aérea (AFA). Deste modo, expõe uma proposta de Mapa Estratégico; de BSC; e de Flight Plan (FPLAN) com a data de início e término de cada indicador e a responsabilidade do mesmo; num Cockpit Organizacional, dashboard de performance que indica o grau de execução de cada objetivo. Para a realização deste trabalho foi utilizado o estudo de caso, e seguiu-se a metodologia proposta pelos autores Quivy & Campenhoudt (2008). Este trabalho preenche uma lacuna existente num dos Estabelecimentos de Ensino Superior Público Universitário e Militar pretendendo contribuir para o cumprimento da missão da AFA bem como o acompanhamento da estratégia em tempo real.The present fierce competition in all sectors of the economy proves to be a challenge for all organizations, whether private or public, for or nonprofit (Niven, 2015). One of the strategic management tools that enables to follow and manage the competitiveness of organizations is the Balanced Scorecard (BSC) (Kaplan & Norton, 1996). This study presents a proposal of an Organizational Cockpit that consists of the BSC and Flight Plan (FPLAN) adapted to the Air Force Academy (AFA). Thus, it sets out a proposal for the Strategic Map with the vision, mission, values, objectives and respective cause-effect relationships; the BSC with the indicators and targets to be achieved; the FPLAN with the start and end date of each indicator and responsibility assignments; and the Organizational Cockpit, performance dashboard that indicates the degree of implementation of each goal. This work uses a case study approach, following the methodology proposed by the authors Quivy & Campenhoudt (2008). This work fills an existing gap in one of the Public and Military Higher Education Institutions intending to contribute to the fulfillment of the mission of the AFA, and the monitoring of real-time strategy.info:eu-repo/semantics/publishedVersio

An investigation into the impact of enterprise architecture decisions on the responsibilities of software developers in companies that develop software

Enterprise Architecture endeavours to resolve the complexity of increasingly distributed systems by aligning business vision with IT strategy, which in turn should reduce the overall costs of IT in the business and provide simpler, better and faster solutions to business problems. There are many Enterprise Architecture frameworks. The main purpose of most of these frameworks is to assist with the challenges of managing the increased complexity of distributed systems, aligning business vision with IT strategy and reducing IT costs. Many of the studies which produced the results stating Enterprise Architecture aligns business vision and reduces IT costs, were based on Zachman’s work, and most of the published Enterprise Architecture success stories focus on the benefits provided to the company with regards to IT. In contrast very little documentation could be found that addresses the impact of Enterprise Architecture implementations on the individuals and systems within a company. If the individuals as the main implementers of any strategy are impacted negatively by Enterprise Architecture management decisions, there would be a negative impact on the return on investment of the company. Enterprise Architecture allows the use of overlapping departments’ processes and data, which translates into less development time as system components would already exist. Changes that are made to the Enterprise Architecture result in several additional changes that had to be implemented by the software developers. These changes influenced the workload, roles and responsibilities of the developers in such a way that the development team became negative about the additional work. The purpose of this study was to investigate the impact of Enterprise Architecture management decisions on the responsibilities, work experience and attitude towards Enterprise Architecture of the software developers in a company that develops software by exploring and describing the nature of software development. Based on the findings of this study, a list of impact of Enterprise Architecture decisions on the responsibilities of software developers in companies that develop software were identified. In this respect, the study identified impacts of Enterprise Architecture management decisions as well as possible solutions to these impacts.ComputingM. Sc. (Information Systems