Detalhes bibliográficos
| Ano de defesa: |
2023 |
| Autor(a) principal: |
CHAGAS, GEOVANA APARECIDA PIRES
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| Orientador(a): |
João Francisco Morozini
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| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
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| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Estadual do Centro-Oeste
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| Programa de Pós-Graduação: |
Programa de Pós-Graduação em Administração (Mestrado Profissional)
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| Departamento: |
Unicentro::Departamento de Ciências Sociais Aplicadas
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| País: |
Brasil
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| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
http://tede.unicentro.br:8080/jspui/handle/jspui/2113
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Resumo: |
Given the organizational dynamics, it is extremely relevant that companies are always looking for innovations so that they can have a greater effectiveness. In this sense, internal aspects can cause conflicts within the organization, which influence the environment in several aspects. In this sense, the problem-situation found in the studied company was the need to have a specific sector to concentrate the organization's information. Analyzing this problem, it was proposed as the objective of the work the implementation of the Controllership sector, using as scientific basis relevant tools of the Controllership, so that it could structure the Conceptual Model to be used by the company, and the Dynamic Capacities, focusing on the Innovation Capacity. To develop this work, meetings were held with the company's managers, observations and unstructured interviews with managers and other employees. The analyses were structured based on the action plan, which was based on the Steps for Implementation of the Controllership Sector, Oliveira (2009), and the Roadmap for Implementation of the Controllership Sector, Lorenzetti (2013). Thus, the 1st Stage of the Roadmap consisted of the Elaboration of the Diagnosis of the company and the decision of the managers when the implementation of the sector in the company. This phase was developed through meetings of managers and observations of the sectors, in order to find the failures of each of them regarding the treatment of information that impacts on decision making. Following, the 2nd Stage of the script consisted of choosing the Conceptual Model of Controllership to be used, thus being the Strategic Controllership, with a view to encompassing all sectors of the company, according to the need found. Subsequently, the 3rd stage began with the implementation process of the Controllership sector. Initially, the survey of the functions and activities developed in the company was carried out, based on the business organization chart that the company obtained and elaborated the flowcharts and Job Description Sheets of the company's functions. After that, the training of the information systems, what the company already used and the auxiliary systems that were acquired, were carried out. A new analysis of the company's functions was also carried out, with the creation of the new corporate organizational chart, where the need for segregation of some functions was identified. In the 4th stage, the role of the employees was related to the feeding of the system, which reflect in the indicators generated for the Controllership Sector and onsequently, for decision making. After this process, a new conversation was held with the managers, with the objective of having feedback of the implementation of the sector, which reflected several positive points. Thus, it can be said that the objective of implementing the Controllership sector in the company was achieved. The process occurred through the interaction of all sectors of the company, first by the provision of the company's diagnostic information, by training and qualification of employees to perform the new attributions entrusted to them. Thus, it can be said that the company has the capacity for innovation, seeking solutions so that it can become more effective in its operation as a whole. |
