Influência das relações de poder na implementação do planejamento estratégico
Ano de defesa: | 2013 |
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Autor(a) principal: | |
Orientador(a): | |
Banca de defesa: | , |
Tipo de documento: | Dissertação |
Tipo de acesso: | Acesso aberto |
Idioma: | por |
Instituição de defesa: |
Universidade Federal de Santa Maria
|
Programa de Pós-Graduação: |
Programa de Pós-Graduação em Engenharia de Produção
|
Departamento: |
Engenharia de Produção
|
País: |
BR
|
Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Área do conhecimento CNPq: | |
Link de acesso: | http://repositorio.ufsm.br/handle/1/8273 |
Resumo: | The Strategic Planning tool is widely known in the management of the most varied types of organizations, being these private or public. However, in its second phase, the implementation has not obtained the expected success. As stated by Kaplan and Norton (2001), only 10% of the formulated strategies are successfully implemented, what makes evident that the large bottleneck of Strategic Planning is found in its implementation phase. This tool is, in essence, a change process and so should be treated since it could result in the necessity of changes in the organizational structure, in internal processes, in the way of conducting formal and informal interpersonal relations in the organization. Due to these possible changes, to begin a strategic planning process, a good formulation of strategies and an effective strategic implementation is necessary in order to reverse the situation presented by Kaplan and Norton. Aware of this fact and as a way to strengthen the Strategic Planning implementation, the aspects related to the relation of power in the organizations, organizational culture and evaluation should be taken into account, because in the same way that these aspects are influenced by the process of changes, they influence the strategic decisions. This study aims to identify and report the aspects that involve the relations of power and that influence in the implementation of Strategic Planning. To achieve the proposed objective, a case study methodology of qualitative nature and of exploratory and descriptive character was used. Based on the bibliographical data found, a diagnosis model of the relation of power in the organizations was developed and was composed of four dimensions: contextual power, personal power, managing power and leading power. To test the model, a semi-structured interview was applied to four pro-rectors and five teaching unit directors of the Federal University of Santa Maria. Data was collected and analyzed, and the results obtained showed that the aspects related to the relations of power compose an important variable of study when the implementation of a change process, such as the strategic planning in a successful way is intended. The model demonstrated how the studied unit is more focused on the power of position and on bureaucratic managing. |
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2013-12-262013-12-262013-02-21RIBEIRO, José Orion Martins. INFLUENCE IN THE RELATIONS OF POWER IN THE IMPLEMENTATION OF STRATEGIC PLANNING. 2013. 116 f. Dissertação (Mestrado em Engenharia de Produção) - Universidade Federal de Santa Maria, Santa Maria, 2013.http://repositorio.ufsm.br/handle/1/8273The Strategic Planning tool is widely known in the management of the most varied types of organizations, being these private or public. However, in its second phase, the implementation has not obtained the expected success. As stated by Kaplan and Norton (2001), only 10% of the formulated strategies are successfully implemented, what makes evident that the large bottleneck of Strategic Planning is found in its implementation phase. This tool is, in essence, a change process and so should be treated since it could result in the necessity of changes in the organizational structure, in internal processes, in the way of conducting formal and informal interpersonal relations in the organization. Due to these possible changes, to begin a strategic planning process, a good formulation of strategies and an effective strategic implementation is necessary in order to reverse the situation presented by Kaplan and Norton. Aware of this fact and as a way to strengthen the Strategic Planning implementation, the aspects related to the relation of power in the organizations, organizational culture and evaluation should be taken into account, because in the same way that these aspects are influenced by the process of changes, they influence the strategic decisions. This study aims to identify and report the aspects that involve the relations of power and that influence in the implementation of Strategic Planning. To achieve the proposed objective, a case study methodology of qualitative nature and of exploratory and descriptive character was used. Based on the bibliographical data found, a diagnosis model of the relation of power in the organizations was developed and was composed of four dimensions: contextual power, personal power, managing power and leading power. To test the model, a semi-structured interview was applied to four pro-rectors and five teaching unit directors of the Federal University of Santa Maria. Data was collected and analyzed, and the results obtained showed that the aspects related to the relations of power compose an important variable of study when the implementation of a change process, such as the strategic planning in a successful way is intended. The model demonstrated how the studied unit is more focused on the power of position and on bureaucratic managing.A ferramenta Planejamento Estratégico está fartamente difundida na gestão dos mais variados tipos de organizações, sendo estas privadas ou públicas. Porém, a sua segunda fase, a implementação,não tem obtido o êxito esperado; e, como afirma Kaplan e Norton (2001), apenas 10% das estratégias formuladas são implementadas com êxito, o que torna evidente que o grande gargalo do Planejamento Estratégico encontra-se em sua fase de implementação. Esta ferramenta é, por essência, um processo de mudança e assim deve ser tratada, pois poderá acarretar necessidades de mudanças na estrutura organizacional, em processos internos, na forma de condução das relações interpessoais formais e informais na organização. Em função dessas possíveis mudanças, para iniciar um processo de planejamento estratégico, será necessário uma boa formulação das estratégias e uma implementação estratégica eficaz, de forma a reverter o quadro apresentado por Kaplan e Norton. Cientes desta realidade, e como forma de fortalecer a implementação do Planejamento Estratégico, deve-se levar em consideração os aspectos relacionados a relações de poder nas organizações, cultura organizacional e avaliação organizacional, pois, da mesma forma que esses aspectos são influenciados pelo processo de mudanças, eles influenciam nas decisões estratégicas. Esta pesquisa tem como objetivo identificar e descrever os aspectos que envolvem as relações de poder e que influenciam a implementação do Planejamento Estratégico. Para alcançar o objetivo proposto utilizou-se a metodologia de estudo de caso, de natureza qualitativa e caráter exploratório e descritivo. A partir dos dados bibliográficos encontrados, foi desenvolvido um modelo de diagnóstico das relações de poder nas organizações composto de quatro dimensões: poder contextual, poder pessoal, gerenciamento e liderança. Para testar o modelo, foi aplicada uma entrevista semi-estruturada junto a quatro pró-reitores e cinco diretores de unidades de ensino da Universidade Federal de Santa Maria. Coletados e analisados os dados, os resultados obtidos evidenciaram que os aspectos relativos às relações de poder constituem uma importante variável de estudo quando se pretende implementar um processo de mudança como o planejamento estratégico de forma exitosa. O modelo demonstrou o quanto a unidade estudada encontra-se mais voltada ao poder de posição e ao gerenciamento burocrático.application/pdfporUniversidade Federal de Santa MariaPrograma de Pós-Graduação em Engenharia de ProduçãoUFSMBREngenharia de ProduçãoPlanejamento estratégicoRelações de poderGestão estratégicaStrategic planningRelations of powerStrategic managingCNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAOInfluência das relações de poder na implementação do planejamento estratégicoInfluence in the relations of power in the implementation of strategic planninginfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisEstrada, Rolando Juan Solizhttp://lattes.cnpq.br/8289981779028833Siluk, Julio Cezar Mairessehttp://lattes.cnpq.br/8315298509051752Gomes, Clandia Maffinihttp://lattes.cnpq.br/2010827580929023http://lattes.cnpq.br/2257686464308861Ribeiro, José Orion Martins3008000000054005003005005007a83fe53-2506-4f2c-8a79-93ef7e5b502e52375c45-f428-4d16-a29f-0f3ad7627c5ec4e26f3d-e81f-4ec9-9e29-66d7768a991224faf265-5fab-4d71-8be9-8f91bd12ba6einfo:eu-repo/semantics/openAccessreponame:Manancial - Repositório Digital da UFSMinstname:Universidade Federal de Santa Maria (UFSM)instacron:UFSMORIGINALRIBEIRO, JOSE ORION MARTINS.pdfapplication/pdf1913005http://repositorio.ufsm.br/bitstream/1/8273/1/RIBEIRO%2c%20JOSE%20ORION%20MARTINS.pdfa3f179f782fa6dc658f350341dfb8e47MD51TEXTRIBEIRO, JOSE ORION MARTINS.pdf.txtRIBEIRO, JOSE ORION MARTINS.pdf.txtExtracted texttext/plain237984http://repositorio.ufsm.br/bitstream/1/8273/2/RIBEIRO%2c%20JOSE%20ORION%20MARTINS.pdf.txte3d6b4c233bd9d0c146a443bb44b1957MD52THUMBNAILRIBEIRO, JOSE ORION MARTINS.pdf.jpgRIBEIRO, JOSE ORION MARTINS.pdf.jpgIM Thumbnailimage/jpeg4789http://repositorio.ufsm.br/bitstream/1/8273/3/RIBEIRO%2c%20JOSE%20ORION%20MARTINS.pdf.jpgd1b281d24571a29232440510f8202d06MD531/82732021-10-28 12:06:02.106oai:repositorio.ufsm.br:1/8273Repositório Institucionalhttp://repositorio.ufsm.br/PUBhttp://repositorio.ufsm.br/oai/requestopendoar:39132021-10-28T15:06:02Manancial - Repositório Digital da UFSM - Universidade Federal de Santa Maria (UFSM)false |
dc.title.por.fl_str_mv |
Influência das relações de poder na implementação do planejamento estratégico |
dc.title.alternative.eng.fl_str_mv |
Influence in the relations of power in the implementation of strategic planning |
title |
Influência das relações de poder na implementação do planejamento estratégico |
spellingShingle |
Influência das relações de poder na implementação do planejamento estratégico Ribeiro, José Orion Martins Planejamento estratégico Relações de poder Gestão estratégica Strategic planning Relations of power Strategic managing CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO |
title_short |
Influência das relações de poder na implementação do planejamento estratégico |
title_full |
Influência das relações de poder na implementação do planejamento estratégico |
title_fullStr |
Influência das relações de poder na implementação do planejamento estratégico |
title_full_unstemmed |
Influência das relações de poder na implementação do planejamento estratégico |
title_sort |
Influência das relações de poder na implementação do planejamento estratégico |
author |
Ribeiro, José Orion Martins |
author_facet |
Ribeiro, José Orion Martins |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Estrada, Rolando Juan Soliz |
dc.contributor.advisor1Lattes.fl_str_mv |
http://lattes.cnpq.br/8289981779028833 |
dc.contributor.referee1.fl_str_mv |
Siluk, Julio Cezar Mairesse |
dc.contributor.referee1Lattes.fl_str_mv |
http://lattes.cnpq.br/8315298509051752 |
dc.contributor.referee2.fl_str_mv |
Gomes, Clandia Maffini |
dc.contributor.referee2Lattes.fl_str_mv |
http://lattes.cnpq.br/2010827580929023 |
dc.contributor.authorLattes.fl_str_mv |
http://lattes.cnpq.br/2257686464308861 |
dc.contributor.author.fl_str_mv |
Ribeiro, José Orion Martins |
contributor_str_mv |
Estrada, Rolando Juan Soliz Siluk, Julio Cezar Mairesse Gomes, Clandia Maffini |
dc.subject.por.fl_str_mv |
Planejamento estratégico Relações de poder Gestão estratégica |
topic |
Planejamento estratégico Relações de poder Gestão estratégica Strategic planning Relations of power Strategic managing CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO |
dc.subject.eng.fl_str_mv |
Strategic planning Relations of power Strategic managing |
dc.subject.cnpq.fl_str_mv |
CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO |
description |
The Strategic Planning tool is widely known in the management of the most varied types of organizations, being these private or public. However, in its second phase, the implementation has not obtained the expected success. As stated by Kaplan and Norton (2001), only 10% of the formulated strategies are successfully implemented, what makes evident that the large bottleneck of Strategic Planning is found in its implementation phase. This tool is, in essence, a change process and so should be treated since it could result in the necessity of changes in the organizational structure, in internal processes, in the way of conducting formal and informal interpersonal relations in the organization. Due to these possible changes, to begin a strategic planning process, a good formulation of strategies and an effective strategic implementation is necessary in order to reverse the situation presented by Kaplan and Norton. Aware of this fact and as a way to strengthen the Strategic Planning implementation, the aspects related to the relation of power in the organizations, organizational culture and evaluation should be taken into account, because in the same way that these aspects are influenced by the process of changes, they influence the strategic decisions. This study aims to identify and report the aspects that involve the relations of power and that influence in the implementation of Strategic Planning. To achieve the proposed objective, a case study methodology of qualitative nature and of exploratory and descriptive character was used. Based on the bibliographical data found, a diagnosis model of the relation of power in the organizations was developed and was composed of four dimensions: contextual power, personal power, managing power and leading power. To test the model, a semi-structured interview was applied to four pro-rectors and five teaching unit directors of the Federal University of Santa Maria. Data was collected and analyzed, and the results obtained showed that the aspects related to the relations of power compose an important variable of study when the implementation of a change process, such as the strategic planning in a successful way is intended. The model demonstrated how the studied unit is more focused on the power of position and on bureaucratic managing. |
publishDate |
2013 |
dc.date.accessioned.fl_str_mv |
2013-12-26 |
dc.date.available.fl_str_mv |
2013-12-26 |
dc.date.issued.fl_str_mv |
2013-02-21 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
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masterThesis |
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RIBEIRO, José Orion Martins. INFLUENCE IN THE RELATIONS OF POWER IN THE IMPLEMENTATION OF STRATEGIC PLANNING. 2013. 116 f. Dissertação (Mestrado em Engenharia de Produção) - Universidade Federal de Santa Maria, Santa Maria, 2013. |
dc.identifier.uri.fl_str_mv |
http://repositorio.ufsm.br/handle/1/8273 |
identifier_str_mv |
RIBEIRO, José Orion Martins. INFLUENCE IN THE RELATIONS OF POWER IN THE IMPLEMENTATION OF STRATEGIC PLANNING. 2013. 116 f. Dissertação (Mestrado em Engenharia de Produção) - Universidade Federal de Santa Maria, Santa Maria, 2013. |
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http://repositorio.ufsm.br/handle/1/8273 |
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