Reflexão crítica e competências: um estudo com gestores do sistema financeiro

• Ano de defesa: 2014
• Autor(a) principal: Souza, Ricardo Alves de
• Orientador(a): Brunstein, Janette
• Banca de defesa: Godoy, Arilda Schmidt , Ipiranga, Ana Sílvia Rocha
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Administração
• País: BR
• Palavras-chave em Português: reflexão crítica nas organizações; competências; instituições financeiras
• Palavras-chave em Inglês: critical reflection in organizations; competences; financial institutions
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23458

This is a qualitative research is based on an interpretive epistemological stance which seeks to understand the meaning that takes critical reflection in the workplace and its relationship to the competence of managers in their professional conduct. Mo re specifically, the intent was to (a) identify the narratives of managers of an organization, events or situations involving disorienting dilemmas of everyday life at work that reveal mo ments of critical reflection; (b ) describe and analyze the actions tr iggered by managers from the reflection revealed; (c ) discuss to what extent these actions are reversed in competence s, able to negotiate competing priorities between individual desires and the transformation of the context in which they are inserted. The theoretical framework articulates the literature on critical reflection of Antonacopoulou (2010), Woerkom (2004), Mezirow (1990) and Brookfield (1995) with the theory of competence, to understand how critical reflection is embodied in relevant actions. To this end, 10 in - depth interviews were conducted with managers of the national financial system. The data were analyzed by categorical analysis of qualitative data proposed by Lankshear and Knobel (2008) strategy. It was concluded that critical reflection i s not having the driving range of significant changes abl e to mobilize and generate new competence s at some level contextual transformations, as the most critical area literature suggests. Such reflections, when there are more service performance for maint aining employability, not assuming, in fact, a character, transforming the context in which managers are inserted. However, the dilemmas and events identified in the report somehow reverted to situations involving, in most cases, issues of power and ethica l conduct, which indicates that they are fundamental points of attention in the debate on critical reflection and competence s in organizations. These results provide elements for discussion on the meaning and place of critical reflection in the world of bu siness organizations .