Detalhes bibliográficos
| Ano de defesa: |
2016 |
| Autor(a) principal: |
Batista, Carlos Eduardo
 |
| Orientador(a): |
Dias, Luiz Antonio |
| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Pontifícia Universidade Católica de São Paulo
|
| Programa de Pós-Graduação: |
Programa de Estudos Pós-Graduados em História
|
| Departamento: |
Faculdade de Ciências Sociais
|
| País: |
Brasil
|
| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
|
| Área do conhecimento CNPq: |
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| Link de acesso: |
https://tede2.pucsp.br/handle/handle/19004
|
Resumo: |
This research is about the social control mode development work performed by the beverage company Ambev, even before the official origin of the Company. Through the testimony of 16 workers, one of whom is the wife of a former employee, sought to grasp the transformation dynamics patterns of “work management” of the company in three different stages of its growth. Over the 1990s, when the Cervejaria Brahma was acquired by Banco Garantia, between 1999 and 2003, when it merged its operations with Cia Antarctica Paulista, originating the Ambev; and from 2003, when Ambev joined the Belgian brewer Interbrew, creating InBev. In each of these moments, the company had a different size and a different way of managing work. Our research sought to identify these as well as the changing dynamics. Used as sources of this dissertation: the union newsletter Saca Rolha, edited and published by the union of brewers of the city of São Paulo between 1986 and 1990; the reports published by Gazeta Mercantil in October and November 1989, various reports available in the collection of the Centro Pastoral Vergueiro; Newspaper reports Vale do Paraíba in October 1990; reports Gazeta Mercantil published in July 1999 and Ambev the Annual Reports of its first 10 years |
