As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais
Ano de defesa: | 2018 |
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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 do Grande Rio
|
Programa de Pós-Graduação: |
Programa de Pós-Graduacão em Administração
|
Departamento: |
Unigranrio::Administração
|
País: |
Brasil
|
Palavras-chave em Português: | |
Área do conhecimento CNPq: | |
Link de acesso: | http://localhost:8080/tede/handle/tede/182 |
Resumo: | The objective of this work was to identify which level the practices and mechanisms adopted for the management control of corporate foundations studied are able to lead them to the achievement of their objectives. For the study, was used to study the type qualitative, descriptive nature, addressed through a case study, with data obtained through research the internal documents and interviews and treated through documentary analysis and content. The theoretical approached the topics managerial control; organizational theories; types of managerial control; tools of managerial control; third sector; management of third sector; legal nature and characteristics of the third sector entities; and regulatory framework of the third sector. Based on the interviews, it was possible to identify from the point of view of the objectives, that each foundation develops its structure of control as your company controlling the routes, the findings of this study show that the foundations have similarities and differences in the ways of management, it should be noted that the similarities are more frequent within the structure, processes and control types. The structure all feature information system, and the type of control by a result, with the exception of the Avon Foundation. The processes there are also some similarities, all use planning and evaluation of results, but the foundations Holcim, DPaschoal and Foundation X do not use corrective decisions. The differences occurin greater proportion in regard control tools, all using the financial tools budget and budget planning, with the exception of the Avon Foundation that does not use the budget planning tool Among the non-financial tools highlights the Bechmarking and Intellectual Capital that are used by all the foundations, Corporate Governance is not only used by DPaschoal. The Balanced Scorecard to be used by foundations and crooked, Holcim, Cyrela and Foundation "X" is basically intended to measure performance on social return. In common among foundations, there is not any type of reward in function of the ranges. It is also emphasized in studies that the strategic planning of the foundations are defined in function of the social actions, with the prospect of long-term and acting as advisor of the targets. We found also in relation to the accounting aspects that the foundations surveyed have not informed about their daily routines, it was observed that there was on the part of the respondents any interest and commitment to highlight or show how the application of accounting for the management of foundations. The foundations crooked, Holcim, Cyrela, DPaschoal and "X" develop the practice of internal form, by their sponsors, companies and foundations Arcellor mital and Avon use services from third party companies. The results found evidences how the corporate foundations still feature of limitation on greater transparency about its characteristics of management, these difficulties presented fall above all on achieving interview a manager responsible for information that are fundamental to the studies, in addition to the limitation of time that they offe. |
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Gomes, Josir SimeoneGomes, Josir SimeoneZouain, Deborah MoraesSantos, Waldir Jorge Ladeira dosSilva, Rinaldo Assis da2018-07-03T13:52:31Z2018-02-15SILVA, Rinaldo Assis da. As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais. 2018. 159 f. Dissertação (Mestrado em Administração) - Universidade do Grande Rio, Rio de Janeiro, 2018.http://localhost:8080/tede/handle/tede/182The objective of this work was to identify which level the practices and mechanisms adopted for the management control of corporate foundations studied are able to lead them to the achievement of their objectives. For the study, was used to study the type qualitative, descriptive nature, addressed through a case study, with data obtained through research the internal documents and interviews and treated through documentary analysis and content. The theoretical approached the topics managerial control; organizational theories; types of managerial control; tools of managerial control; third sector; management of third sector; legal nature and characteristics of the third sector entities; and regulatory framework of the third sector. Based on the interviews, it was possible to identify from the point of view of the objectives, that each foundation develops its structure of control as your company controlling the routes, the findings of this study show that the foundations have similarities and differences in the ways of management, it should be noted that the similarities are more frequent within the structure, processes and control types. The structure all feature information system, and the type of control by a result, with the exception of the Avon Foundation. The processes there are also some similarities, all use planning and evaluation of results, but the foundations Holcim, DPaschoal and Foundation X do not use corrective decisions. The differences occurin greater proportion in regard control tools, all using the financial tools budget and budget planning, with the exception of the Avon Foundation that does not use the budget planning tool Among the non-financial tools highlights the Bechmarking and Intellectual Capital that are used by all the foundations, Corporate Governance is not only used by DPaschoal. The Balanced Scorecard to be used by foundations and crooked, Holcim, Cyrela and Foundation "X" is basically intended to measure performance on social return. In common among foundations, there is not any type of reward in function of the ranges. It is also emphasized in studies that the strategic planning of the foundations are defined in function of the social actions, with the prospect of long-term and acting as advisor of the targets. We found also in relation to the accounting aspects that the foundations surveyed have not informed about their daily routines, it was observed that there was on the part of the respondents any interest and commitment to highlight or show how the application of accounting for the management of foundations. The foundations crooked, Holcim, Cyrela, DPaschoal and "X" develop the practice of internal form, by their sponsors, companies and foundations Arcellor mital and Avon use services from third party companies. The results found evidences how the corporate foundations still feature of limitation on greater transparency about its characteristics of management, these difficulties presented fall above all on achieving interview a manager responsible for information that are fundamental to the studies, in addition to the limitation of time that they offe.Este trabalho teve como objetivo identificar em que nível as práticas e os mecanismos adotados para o controle gerencial das fundações empresariais estudadas são capazes de conduzi-las ao alcance dos seus objetivos. Foi empregada a pesquisa do tipo qualitativa, de natureza descritiva, abordada por meio de estudo de caso, com dados obtidos através de pesquisa a documentos internos e entrevistas e tratados por meio de análise documental e de conteúdo. O referencial teórico abordou os tópicos controle gerencial; teorias organizacionais; tipos de controle gerencial; ferramentas de controle gerencial; terceiro setor; gestão do terceiro setor; natureza jurídica e características de entidades do terceiro setor e marco regulatório do terceiro setor. foi possível identificar sob o ponto de vista dos objetivos, que cada fundação desenvolve toda sua estrutura de controle conforme sua empresa mantenedora as direciona. Os achados do estudo mostram que as fundações apresentam similaridades e diferenças nas formas de gestão; as similaridades são mais frequentes dentro da estrutura, processos e tipos de controle. Na estrutura, todas apresentam sistema de informação e o tipo de controle por resultado, com exceção da fundação Avon. Nos processos existem algumas semelhanças: todas utilizam planejamento e avaliação de resultados, porém, as fundações Holcim, DPaschoal e Fundação X não utilizam decisões corretivas. As divergências ocorrem, em maior proporção, no tocante às ferramentas de controle. Todas utilizam as ferramentas financeiras Orçamento e Planejamento orçamentário, com exceção da fundação Avon, que não utiliza o Planejamento orçamentário. Dentre as ferramentas não financeiras destaca-se o Bechmarking e Capital Intelectual, que são utilizadas por todas as Fundações. A Governança Corporativa não é utilizada apenas pela DPaschoal, o Balanced Scorecard ao ser utilizado pelas Fundações Bungue, Holcim, Cyrela e Fundação “X” tem basicamente como intenção medir desempenho sobre retorno social, em comum entre as fundações é que não há qualquer tipo de recompensa em função dos alcances. Ressalta-se também nas pesquisas que o Planejamento estratégico das fundações é definido em função das ações sociais, com perspectiva de longo prazo e atuando como orientador das metas. Constatou-se ainda quanto aos aspectos contábeis que as fundações pesquisadas não informaram sobre suas rotinas, não houve por parte dos entrevistados qualquer interesse em destacar ou mostrar como se dá a aplicação da contabilidade para a gestão das Fundações. As Fundações Bungue, Holcim, Cyrela, DPaschoal e Fundação“X” desenvolvem as práticas de forma interna, por suas empresas mantenedoras, e as fundações Arcellor Mital e Avon usam serviços de empresas terceirizadas. Os resultados encontrados evidenciam o quanto que as Fundações empresariais apresentam de limitação em relação à maior transparência sobre suas características de gestão. Na tentativa de melhores esclarecimentos sobre a gestão, ocorreram dificuldades em conseguir entrevistar um gestor responsável por informações que são fundamentais para os estudos, além do tempo reduzido que os mesmos disponibilizavam. Espera-se que as análises contidas neste trabalho possam contribuir para futuros estudos e melhor compreensão das características de controle de gestão das Fundações empresariais.Submitted by Janser dos Santos Nascimento (janser.nascimento@unigranrio.com.br) on 2018-07-03T13:52:31Z No. of bitstreams: 2 license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Rinaldo Assis da Silva.pdf: 1750003 bytes, checksum: 74aaed2b83f808bf70e21395d944c3e7 (MD5)Made available in DSpace on 2018-07-03T13:52:31Z (GMT). No. of bitstreams: 2 license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Rinaldo Assis da Silva.pdf: 1750003 bytes, checksum: 74aaed2b83f808bf70e21395d944c3e7 (MD5) Previous issue date: 2018-02-15CNPqapplication/pdfporUniversidade do Grande RioPrograma de Pós-Graduacão em AdministraçãoUNIGRANRIOBrasilUnigranrio::Administraçãohttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessAdministraçãoControle gerencial.Associações sem fins lucrativosADMINISTRAÇÃOAs características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariaisinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisreponame:Biblioteca Digital de Teses e Dissertações da UNIGRANRIOinstname:Universidade do Grande Rio (UNIGRANRIO)instacron:UNIGRANRIOLICENSElicense.txtlicense.txttext/plain; charset=utf-81982http://localhost:8080/tede/bitstream/tede/182/1/license.txt4a50535e8405f611398e6e2d408dbd1bMD51CC-LICENSElicense_urllicense_urltext/plain; charset=utf-849http://localhost:8080/tede/bitstream/tede/182/2/license_url4afdbb8c545fd630ea7db775da747b2fMD52license_textlicense_texttext/html; charset=utf-80http://localhost:8080/tede/bitstream/tede/182/3/license_textd41d8cd98f00b204e9800998ecf8427eMD53license_rdflicense_rdfapplication/rdf+xml; charset=utf-80http://localhost:8080/tede/bitstream/tede/182/4/license_rdfd41d8cd98f00b204e9800998ecf8427eMD54ORIGINALRinaldo Assis da Silva.pdfRinaldo Assis da Silva.pdfapplication/pdf1750003http://localhost:8080/tede/bitstream/tede/182/5/Rinaldo+Assis+da+Silva.pdf74aaed2b83f808bf70e21395d944c3e7MD55tede/1822018-07-03 10:52:31.645oai:localhost: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Biblioteca Digital de Teses e Dissertaçõeshttp://tede.unigranrio.edu.br/PUBhttp://tede.unigranrio.edu.br/oai/requestrepositorio@instituicao.br||repositorio@instituicao.bropendoar:2018-07-03T13:52:31Biblioteca Digital de Teses e Dissertações da UNIGRANRIO - Universidade do Grande Rio (UNIGRANRIO)false |
dc.title.por.fl_str_mv |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
title |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
spellingShingle |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais Silva, Rinaldo Assis da Administração Controle gerencial. Associações sem fins lucrativos ADMINISTRAÇÃO |
title_short |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
title_full |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
title_fullStr |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
title_full_unstemmed |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
title_sort |
As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais |
author |
Silva, Rinaldo Assis da |
author_facet |
Silva, Rinaldo Assis da |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Gomes, Josir Simeone |
dc.contributor.referee1.fl_str_mv |
Gomes, Josir Simeone |
dc.contributor.referee2.fl_str_mv |
Zouain, Deborah Moraes |
dc.contributor.referee3.fl_str_mv |
Santos, Waldir Jorge Ladeira dos |
dc.contributor.author.fl_str_mv |
Silva, Rinaldo Assis da |
contributor_str_mv |
Gomes, Josir Simeone Gomes, Josir Simeone Zouain, Deborah Moraes Santos, Waldir Jorge Ladeira dos |
dc.subject.por.fl_str_mv |
Administração Controle gerencial. Associações sem fins lucrativos |
topic |
Administração Controle gerencial. Associações sem fins lucrativos ADMINISTRAÇÃO |
dc.subject.cnpq.fl_str_mv |
ADMINISTRAÇÃO |
description |
The objective of this work was to identify which level the practices and mechanisms adopted for the management control of corporate foundations studied are able to lead them to the achievement of their objectives. For the study, was used to study the type qualitative, descriptive nature, addressed through a case study, with data obtained through research the internal documents and interviews and treated through documentary analysis and content. The theoretical approached the topics managerial control; organizational theories; types of managerial control; tools of managerial control; third sector; management of third sector; legal nature and characteristics of the third sector entities; and regulatory framework of the third sector. Based on the interviews, it was possible to identify from the point of view of the objectives, that each foundation develops its structure of control as your company controlling the routes, the findings of this study show that the foundations have similarities and differences in the ways of management, it should be noted that the similarities are more frequent within the structure, processes and control types. The structure all feature information system, and the type of control by a result, with the exception of the Avon Foundation. The processes there are also some similarities, all use planning and evaluation of results, but the foundations Holcim, DPaschoal and Foundation X do not use corrective decisions. The differences occurin greater proportion in regard control tools, all using the financial tools budget and budget planning, with the exception of the Avon Foundation that does not use the budget planning tool Among the non-financial tools highlights the Bechmarking and Intellectual Capital that are used by all the foundations, Corporate Governance is not only used by DPaschoal. The Balanced Scorecard to be used by foundations and crooked, Holcim, Cyrela and Foundation "X" is basically intended to measure performance on social return. In common among foundations, there is not any type of reward in function of the ranges. It is also emphasized in studies that the strategic planning of the foundations are defined in function of the social actions, with the prospect of long-term and acting as advisor of the targets. We found also in relation to the accounting aspects that the foundations surveyed have not informed about their daily routines, it was observed that there was on the part of the respondents any interest and commitment to highlight or show how the application of accounting for the management of foundations. The foundations crooked, Holcim, Cyrela, DPaschoal and "X" develop the practice of internal form, by their sponsors, companies and foundations Arcellor mital and Avon use services from third party companies. The results found evidences how the corporate foundations still feature of limitation on greater transparency about its characteristics of management, these difficulties presented fall above all on achieving interview a manager responsible for information that are fundamental to the studies, in addition to the limitation of time that they offe. |
publishDate |
2018 |
dc.date.accessioned.fl_str_mv |
2018-07-03T13:52:31Z |
dc.date.issued.fl_str_mv |
2018-02-15 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
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info:eu-repo/semantics/masterThesis |
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masterThesis |
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publishedVersion |
dc.identifier.citation.fl_str_mv |
SILVA, Rinaldo Assis da. As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais. 2018. 159 f. Dissertação (Mestrado em Administração) - Universidade do Grande Rio, Rio de Janeiro, 2018. |
dc.identifier.uri.fl_str_mv |
http://localhost:8080/tede/handle/tede/182 |
identifier_str_mv |
SILVA, Rinaldo Assis da. As características do sistema de controle de gestão em organizações do terceiro setor: estudo de caso em fundações empresariais. 2018. 159 f. Dissertação (Mestrado em Administração) - Universidade do Grande Rio, Rio de Janeiro, 2018. |
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Universidade do Grande Rio |
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Programa de Pós-Graduacão em Administração |
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UNIGRANRIO |
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Brasil |
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Unigranrio::Administração |
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Universidade do Grande Rio |
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