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1 Spínola, Antônio de
(1910-1996)Senior army general, hero of Portugal's wars of African insurgency, and first president of the provisional government after the Revolution of 25 April 1974. A career army officer who became involved in politics after a long career of war service and administration overseas, Spinola had a role in the 1974 coup and revolution that was somewhat analogous to that of General Gomes da Costa in the 1926 coup.Spinola served in important posts as a volunteer in Portugal's intervention in the Spanish Civil War (1936-39), a military observer on the Russian front with the Third Reich's armed forces in World War II, and a top officer in the Guarda Nacional Republicana (GNR). His chief significance in contemporary affairs, however, came following his military assignments and tours of duty in Portugal's colonial wars in Africa after 1961.Spinola fought first in Angola and later in Guinea- Bissau, where, during 1968-73, he was both commanding general of Portugal's forces and high commissioner (administrator of the territory). His Guinean service tour was significant for at least two reasons: Spinola's dynamic influence upon a circle of younger career officers on his staff in Guinea, men who later joined together in the Armed Forces Movement (MFA), and Spinola's experience of failure in winning the Guinea war militarily or finding a political means for compromise or negotiation with the Party for the Independence of Guinea and Cape Verde (PAIGC), the African insurgent movement that had fought a war with Portugal since 1963, largely in the forested tropical interior of the territory. Spinola became discouraged after failure to win permission to negotiate secretly for a political solution to the war with the PAIGC and was reprimanded by Prime Minister Marcello Caetano.After his return—not in triumph—from Guinea in 1973, Spinola was appointed chief of staff of the armed forces, but he resigned in a dispute with the government. With the assistance of younger officers who also had African experience of costly but seemingly endless war, Spinola wrote a book, Portugal and the Future, which was published in February 1974, despite official censorship and red tape. Next to the Bible and editions of Luís de Camoes's The Lusi- ads, Spinola's controversial book was briefly the best-selling work in Portugal's modern age. While not intimately involved with the budding conspiracy among career army majors, captains, and others, Spinola was prepared to head such a movement, and the planners depended on his famous name and position as senior army officer with the right credentials to win over both military and civil opinion when and where it counted.When the Revolution of 25 April 1974 succeeded, Spinola was named head of the Junta of National Salvation and eventually provisional president of Portugal. Among the military revolutionaries, though, there was wide disagreement about the precise goals of the revolution and how to achieve them. Spinola's path-breaking book had subtly proposed three new goals: the democratization of authoritarian Portugal, a political solution to the African colonial wars, and liberalization of the economic system. The MFA immediately proclaimed, not coincidentally, the same goals, but without specifying the means to attain them.The officers who ran the newly emerging system fell out with Spinola over many issues, but especially over how to decolonize Portugal's besieged empire. Spinola proposed a gradualist policy that featured a free referendum by all colonial voters to decide between a loose federation with Portugal or complete independence. MFA leaders wanted more or less immediate decolonization, a transfer of power to leading African movements, and a pullout of Portugal's nearly 200,000 troops in three colonies. After a series of crises and arguments, Spinola resigned as president in September 1974. He conspired for a conservative coup to oust the leftists in power, but the effort failed in March 1975, and Spinola was forced to flee to Spain and then to Brazil. Some years later, he returned to Portugal, lived in quiet retirement, and could be seen enjoying horseback riding. In the early 1980s, he was promoted to the rank of marshal, in retirement. -
2 artificial intelligence
Gen Mgta branch of computer science concerned with the development of computer systems capable of performing functions that normally require human intelligence, for example, reasoning, problem solving, learning from experience, and speech recognition. Artificial intelligence research combines elements of computer science and cognitive psychology. It is a controversial field because of the difficulty of defining its goals and disagreement over whether these goals are attainable. Much research has been done since World War II, beginning with the theoretical work of Alan Turing during the 1940s. The term became known with the publication in 1961 of the paper Steps Toward Artificial Intelligence by Marvin Minsky, cofounder with John McCarthy of the Artificial Intelligence Laboratory at Massachusetts Institute of Technology. Branches of artificial intelligence with applications in business and management include expert systems and robotics. -
3 efficiency
Gen Mgtthe achievement of goals in an economic way. Efficiency involves seeking a good balance between economy in terms of resources such as time, money, space, or materials, and the achievement of an organization’s goals and objectives. A distinction is often made between technical and economic efficiency. Technical efficiency means producing maximum output with a minimum input, while economic efficiency means the production and distribution of goods at the lowest possible cost. In management, a further distinction is often made between efficiency and effectiveness, with the latter denoting performance in terms of achieving objectives. Achieving efficient performance is one of the key drivers behind scientific management. -
4 marketing audit
Mktgan analysis of either the external marketing environment or a company’s internal marketing goals, objectives, operations, and efficiency. An external marketing audit covers issues such as economic, political, infrastructure, technological, and consumer perspectives; market size and structure; and competitors, suppliers, and distributors. An internal marketing audit covers aspects such as the company’s mission statement, goals, and objectives; its structure, corporate culture, systems, operations, and processes; product development and pricing; profitability and efficiency; advertising; and deployment of the sales force. -
5 organizational commitment
Gen Mgt1. the commitment of an organization to given goals and objectives, as demonstrated through its stated goals and policies, and its actions and allocation of resources2. the degree of employee commitment within an organizational workforceThe ultimate business dictionary > organizational commitment
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6 strategic plan
Fina statement of long-term goals along with a definition of the strategies and policies which will ensure achievement of these goals -
7 systems design
Gen Mgtthe creation of a computer program to meet predetermined functional, operational, and personnel specifications. The systems design process involves the use of systems analysis and flowcharting of organizational functions and operations. It can be split into four stages: definition of the system’s goals; preparation of a conceptual model of how these goals will be achieved; development of a physical design; and preparation of a system specification. -
8 Patuleia, Revolt and Civil War of
(1846-1847)An important 19th-century civil war that featured political forces centered at Oporto pitted against the Lisbon government of Queen Maria II's constitutional monarchy. It began with a military revolt in Oporto on 6 October 1846. A provisional junta, led by the Sep-tembrist José da Silva Passos (1800-63), proclaimed goals including the ousting of the Lisbon government of the day and the restoration of the 1822 Constitution. Foreign intervention was sparked when the Oporto Septembrist Junta was joined by Miguelist rebels. On the pretext of preventing a restoration of a Miguelist absolutist government, Great Britain, France, and Spain intervened and dispatched armies and fleets to Portugal. Queen Maria II requested foreign assistance, too, and worked to safeguard her throne and political system.While a British fleet blocked Portugal's coast, Spain dispatched armies that crossed the Portuguese frontier in both south-central and northern Portugal. A siege of junta forces that lasted almost eight months followed. On 12 June 1847, the foreign powers presented an ultimatum to the Oporto junta, which, although it tried to continue resistance, decided to negotiate and then to capitulate to the foreign forces and the Lisbon government. With the signing of the controversial Convention of Gramido (1847), the Patuleia civil war ended.Historical dictionary of Portugal > Patuleia, Revolt and Civil War of
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9 Pombal, the Marquis of
(Sebastião José de Carvalho e Melo)(1699-1782)Eighteenth-century dictatorial prime minister of King José I (r. 1750-77). Born of rural nobility, Pombal—who became known as the Marquis of Pombal after the title he received only in 1770—represented Portugal abroad as a diplomat in London (1740-44) and Vienna (1745-50). When José I became king in 1750, he assumed the top cabinet post, and soon acquired great authority and power. For 27 years, Pombal managed the affairs of Portugal through various crises (the Lisbon earthquake of 1755) and several wars. Major goals in his political agenda included strengthening Portugal's home economy and empire, which featured resource-rich Brazil; economic independence from the oldest ally, Great Britain, which tended to treat Portugal as an economic and political colony; and greater power status in a Europe that considered Portugal a third- or fourth-rate power.Pombal's domestic agenda was imposed by repressing the power of the nobility, strengthening royal power in all spheres, and suppressing the influence and position of the Jesuits (Pombal expelled the Jesuit Order from Portugal in 1759). The extent to which Pombal was successful in these endeavors remains controversial among biographers and historians, but his pivotal role in 18th-century public affairs remains secure. An impressive statue of Pombal with a lion at his side today dominates the Rotunda, a massive traffic circle at the top of the Avenida de Liberdade, Lisbon; it was completed in 1934. -
10 Ronaldo, Cristiano
(Dos Santos Aveiro)(1985-)Portuguese soccer player ranked as one of top professional players in the world. Born in Funchal, Madeira, in 1985, Ronaldo trained from the early age of eight with amateur Youth Clubs. In 2001, he joined one of the top professional futebol clubs of Portugal, Sporting CP, and in 2002, he was signed by the legendary British professional team, Manchester United. His salary was 12.24 million pounds sterling, a world record for a player of his youth. Although he preferred to wear the number "28," his Sporting CP number, his coach insisted that Ronaldo wear the legendary "7," the number of top British players who preceded him on the team, including George Best and David Beckham. Greatly in demand, Ronaldo was approached by Real Madrid, based in Spain, which tried several times in vain, using enormous salary pledges, to lure him from Manchester United. In 2007, Ronaldo was signed to a new contract for an immense sum and became the highest paid pro team player in history.Extremely popular but also controversial, this Portuguese player won many awards and scored many goals in many tournaments, all the while accumulating some criticism about rough play and "diving," faking falls in front of umpires to get the other team penalized so that his team could take penalty shots. Some authorities rank Ronaldo as the best soccer player in soccer history, although such a claim is debatable. Still, for Portuguese soccer and for Portugal's place in world soccer, having a player with Ronaldo's talent and accomplishments at such a young age, is a rare phenomenon. -
11 alignment
Gen Mgtthe process of building a corporate culture to achieve strategic goals -
12 attention management
Gen Mgta method of ensuring that employees are focused on their work and on organizational goals. Attention management is similar to time management, as inattentiveness results in wasted time. An important factor in winning and sustaining attention is tapping into people’s emotions. -
13 business objective
Gen Mgta goal that an organization sets for itself, for example, profitability, sales growth, or return on investment. These goals are the foundation upon which the strategic and operational policies adopted by the organization are based. -
14 Chandler, Alfred D.
(b. 1918) Gen MgtU.S. academic. Pioneer of business history who established a framework and rationale for the subject and suggested that the main function of an organization is to implement strategy. In Strategy and Structure (1962), he argued that the optimum use of resources stemmed not merely from the way they were organized but, more importantly, from the organization’s strategic goals. He concluded that organizational structures are driven by the changing demands and pressures of the marketplace, and that market-driven organizations favor a loosely coupled divisional structure. -
15 corporate university
HRa centralized training and education facility within an organization, offering training and development only to employees of that organization. Traditionally, corporate universities only offered internal qualifications and were used as a means of channeling employee development toward meeting corporate goals, sharing corporate information or knowledge, and disseminating corporate culture. More recently, some corporate universities have established links with academic institutions in order to offer formal qualifications. -
16 employee attitude survey
HRa systematic investigation of the views and opinions of those employed by an organization on issues relating to the work of that organization or their role within it. Employee attitude surveys may be conducted by means of questionnaires or interviews. They may be undertaken occasionally or at regular intervals and may be used to make a general assessment of employee morale or focus on a specific issue such as the introduction of a new policy. Goals may be to identify or gain an understanding of problems so that action to resolve them can be taken, to encourage employee involvement and commitment, or to assist in planning, implementing, and evaluating new initiatives. -
17 external communication
Gen Mgtthe exchange of information and messages between an organization and other organizations, groups, or individuals outside the formal structure of the organization. The goals of external communication are to facilitate cooperation with groups such as suppliers, investors, and shareholders, and to present a favorable image of an organization and its products or services to potential and actual customers and to society at large. A variety of channels may be used for external communication including face-to-face meetings, print or broadcast media, and electronic communication technologies such as the Internet. External communication includes the fields of PR, media relations, advertising, and marketing management. -
18 freelance
Gen Mgtworking on the basis of being self-employed, and possibly working for several employers at the same time, perhaps on a temporary basis. Freelance workers have been described by Charles Handy as ideally suited to portfolio working. Freelancers must be good at multitasking; they require the skills of a manager, bookkeeper, and a promoter. People thinking about becoming freelance should conduct plenty of research, not only into the industry in which they will be offering their services, but also into their own motivation for freelancing and their character-suitability. Before leaving their day job, they should put together a business plan plotting the first year’s goals and activity, perhaps considering the possibility of starting their freelance business on a part-time basis, so that they can initially rely on their current income.An important part of this first year will be in marketing and promoting the business. Freelancers should develop a target list of companies they wish to work for, learning all they can about each company before approaching them with marketing and proposals. Good customer service could be the thing to make or break their career. Being liked is as valuable as being prompt and doing a professional job, and will encourage future business. It is, though, inevitable that a set of clients will change as time goes by. To protect themselves against this, freelancers should try to plan six months ahead, and create diversity in their client base. -
19 interfirm cooperation
Gen Mgta formal or informal agreement between organizations to collaborate in achieving common or new goals more efficiently or effectively. Interfirm cooperation usually takes the form of a joint venture, strategic alliance, or strategic partnering arrangement. -
20 ISO 14000
Gen Mgta series of internationally recognized quality standards providing a framework that organizations can use to regulate the environmental impact of their activities. ISO 14000 is a management system standard rather than a performance standard and can be applied to organizations of all shapes and sizes, wherever they may be located. The standard does not identify specific goals but presents a framework for carrying out environmental management. ISO 14001 is the part of the standard that specifies the requirements that organizations must meet if they are to obtain certification. ISO 14001 gives a framework for identifying operations, processes, and products that impact the environment, for evaluating these impacts, for setting objectives and targets for reducing any negative impacts that have been identified, and for implementing activities to achieve targets. ISO 14000 provides a certified standard that can be seen as a reflection of an organization’s ethical achievements. It pays no attention, however, to cultural or human dimensions and disregards the fact that organizations will need to perceive bottom-line cost benefits if they are to implement the standard.
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