Cultura organizacional: estudo de caso das e estrat?gias e a??es para mudan?a de cultura com foco em gest?o estrat?gica de pessoas

• Ano de defesa: 2007
• Autor(a) principal: Salles, Maria Aparecida Magalh?es
• Orientador(a): Boas, Ana Alice Vilas
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal Rural do Rio de Janeiro
• Programa de Pós-Graduação: Programa de P?s-Gradua??o em Gest?o e Estrat?gia
• Departamento: Instituto de Ci?ncias Humanas e Sociais
• País: Brasil
• Palavras-chave em Português: cultura organizacional; inova??es; comportamento
• Palavras-chave em Inglês: organizational culture; innovations; behaviors
• Área do conhecimento CNPq: Administra??o
• Link de acesso: https://tede.ufrrj.br/jspui/handle/tede/941

This work was developed at an organization here called - Company KA, to preserve its privacy. Situated in the south region of the Rio de Janeiro state with strong presence in the national market, and now starting a new management focusing upon people. The Company KA has been approximately five years, introducing in its context significant cultural changes, in accordance with new organizational strategies. Thus, it was considered a solid base for this research accomplishment, allowing to analyze strategies and actions which come to support the cultural changes in organizations, aimed at the strategic management of people. The adopted method of procedures in this study are the case study and the bibliographic, documental and field research through interviews and application of questionnaires. The collected data loc uses upon the actions which had been implemented by the company to change the organizational culture. The most appointed actions were: EAPS (37.5%), Gold Rules (26.4%), 7S (25.5%), Strategic Map (20.7%)and the Independent Maintenance (20.7%). Besides these actions, several others have been appointed by the interviewed ones. This work identifieal as methodology for change organizational culture the application of some concomitant actions which favor the group vision of changes occurring inside the organization. These actions value people and thee commitment with the work, and methodological strategies favoring and impacting positively the environment, so that internal changes can occur writ the managers expectations and transform an old culture into a new one. The importance of this work, is the fact that other organizations, when thinking about changing their organizational culture focus pad upon the strategic-people-management, may apply strategies and actions, impacting directly the recognition of this change as a fact, and considering the humanization of work procedures and people development. Therefore, these actions bring effective results for the economy of the organizations. This is a considerable improvement in the production of indisces, as one can observe in this research results. It may be concluded that changing the traditional management into a new one with focus on the people, gives to the individuals an opportunity to experience a rupture-of-process which came rooted throughout the years. This new model favors the improvement of life quality in the work environment, generating motivation and commitment that contribute for the quality and productivity increase yielding the satisfaction to both the shareholders and the collaborators.