Detalhes bibliográficos
| Ano de defesa: |
2014 |
| Autor(a) principal: |
SILVA, Vilson Alves da |
| Orientador(a): |
SILVA, Jader Cristino de Souza |
| Banca de defesa: |
PAIXÃO, Roberto Brazileiro,
MENDES, Victor |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Salvador
|
| Programa de Pós-Graduação: |
Administração
|
| Departamento: |
Administração
|
| País: |
Brasil
|
| Palavras-chave em Português: |
|
| Área do conhecimento CNPq: |
|
| Link de acesso: |
http://teste.tede.unifacs.br:8080/tede/handle/tede/482
|
Resumo: |
The business environment has been marked by wide complexity and instability. Given this, organizational learning has been highlighted as an important condition for organizations that yearn to be one step ahead of your competitors. Also another important point to be noted is the process of managerial training and the amount of knowledge acquired during this process, since managers are fundamental strategies while developers as well as for the proper conduct of organizational activities, so to speak to achieve the goals and objectives of the organization. In the meantime, this research seeks to understand the relationship between modes of organizational learning (AO) and the training of managers in Family Business. The formal and informal processes, which have their respective modes of learning for the development of managerial skills, as well as the content of learning were recognized. To achieve the objectives set forth herein, quantitative research methods were adopted, and to seize the latent variables, used two scales of measures developed by Dos-Santos (2013). The first attempts to grasp the scale modes of AO and the second assessing the skills developed by managers of family businesses. The identification of the relationship between both scales will be through the use of a Linear Multivariate Regression, in order to understand which methods best explain the learning and training managers in enterprise model. |
