Parcerias entre terceiro setor e financiadores: estratégias ou armadilhas de gestão

• Ano de defesa: 2003
• Autor(a) principal: Maria Thereza Costa Guimaraes e Souza
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Terceiro setor; Parceria; Gestão; Organizações não-governamentais; Administração; Associações sem fins lucrativos
• Link de acesso: http://hdl.handle.net/1843/BUBD-9BFGEX

Third Sector Organizations have developed a fundamental role in the contemporary society all over the world. During the military regime the role developed by such Organizations had an enormous importance for the reestablishment of the democracy in Brazil and after the promulgation of the 1988 Constitution, its role, in the search of solutions for socio-economic, political and environmental issues, created by the civil society and, sometimes by the state, turned to be more evident. Being known by the achievement of public actions from the private sector, these organizations, in order to achieve their institutional goals, face problemsof management, from the personal to the financial. In the financial aspect, the articulation with other social actors has permitted them to broaden the knowledge area, to strengthen ongoing projects and maximize its capacity of intervention. Its noticed that, however, because of the biggest or the shortest organizational capacity, the difference of culture and values and the demands from the partners, this relationship is not immune to problems , such as the power of the strongest organization over the weakest. In this context, the objective of this research was to check and analyse aspects of the management of three NGOs based inBelo Horizonte, capital city of Minas Gerais, trying to solve the following research problem: Do partnerships made by organizations of the Third Sector, with international financiers and the state, impact its management? The datas were collected through documental research,questionnaires and semistructured interviews, done with twenty four people, from managerial function, or from direct adviser, independently the number of people in each organization, the name that their functions has, the time of the service in the organization or in the current function. Through the data analyses, it was noticed that the partnerships made by the researched NGOs impact the management of such organizations, as its required of them technical capacity, efficiency and effectiveness in the management of the resources, through development and/or adoption and adaptation of the instruments of management originated from other sectors. Thus, faced with the possibility of being manipulated by the partner, established the possible .number of partnership with other section is a strategy to be followed by NGOs which have as goal the smallest dependence of the international cooperation agencies and/or the state, the autonomy and support.