Estratégia de desenvolvimento para as Telecomunicações de Moçambique

Abstract

The present work is an integral part of the curricular activity of the normal degree course in management. It was conceived with the intention of satisfying two objectives: one academic - defence of the degree thesis - and the other professional - practical application to a concrete reality of the knowledge that was learnt during the university training. The work consists of the presentation of a "Development Strategy for Mozambique Telecommunications (TDM)'1 for the short and medium term (five years), resulting from the analysis of the internal and external environment, the company's rationale, mission and objectives and the construction of some scenarios on the evolution of the environment. The subject is of great importance in this phase of transition of companies from state-owned to public companies, approved by decree no. 23/92 of 10 September 1992, which will result in major transformations in the organisation and composition of the company and profound changes in its current management. The approach to this theme is even more important if it is observed that the environment is also undergoing major transformations caused by the enlargement of the market and competition between economic agents, the introduction of new technologies and the major political and social changes that have taken place. At this stage, companies need a weapon that enables them to anticipate future threats, opportunities, pressures and external and internal changes, and this weapon is the "Development Strategy". According to Oliveira (1989:152) the importance of strategy can be understood through a comment by General Robert E. Wood, of Sears, Roebuck & Company, who was a great strategist. He said (Chandler Jr., 1962:235) that business is like war in some ways: if the strategy adopted is correct, many tactical mistakes can be made and it will still emerge victorious. The research methodology followed is a case study supported by a bibliographical research related to the problem object, consultation of manuals produced by the advisors and interviews without pre-determined script to the managers of the company's key areas. This, although it presents the possibility of a high degree of depth and a great approximation to the reality under study (advantages), has the disadvantage of a low degree of coverage (disadvantage), as it concentrates its analysis on a specific and concrete case. Companies differ from one another in terms of size, activity, organisational form and management style, which is why there is no universal model for formulating strategies for their development. The model chosen for this work (Table 1) results from the interaction of two others: Oliveira's strategic planning process (1989:61) and Glashan and Singleton's strategic management process (1987:3). The strategy development process begins with the analysis of the internal (company) and external (environment) environments for the identification of strengths and weaknesses and the evaluation of the respective opportunities and threats. It continues with the definition of the rationale, mission and short and medium term objectives, so that with the help of some scenarios, to be created with the simulation of some variables, it is possible to choose the strategies to be used. The external environment is the set of elements that do not belong to the system, but - any change in the system can change or alter the elements; and - any change in the elements can change or alter the system (Oliveira 1989:40). Still for the same Oliveira (1989:259): - Strengths are structural advantages controllable by the company and that favours it in the face of the opportunities and threats of the environment.