Detalhes bibliográficos
| Ano de defesa: |
2013 |
| Autor(a) principal: |
Sivinski, Sílvia
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| Orientador(a): |
Caimi, Flávia Eloisa
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| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade de Passo Fundo
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| Programa de Pós-Graduação: |
Programa de Pós-Graduação em Educação
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| Departamento: |
Educação
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| País: |
BR
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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://10.0.217.128:8080/jspui/handle/tede/798
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Resumo: |
The speed in which changes are processed on the market world nowadays requires a proactive and dynamic positioning from companies, looking forward to adjusting nimbly to these new contexts. Studies concerning organization learning have brought important contributions to the implementation of strategies of innovation and change, while pointing out the investment in people as an alternative for the mobilization of knowledge and for the development of new ways to perform work. It is important, therefore, that employees develop attitudes facing constant learning, self-development and creativity. The training programs run by companies gain prominence for meeting these needs, because they are fundamental to the locus where these skills and abilities are awakened and developed. For companies willing to develop processes oriented towards organizational learning, it is relevant to prioritize the necessary skills to people within their workforce from the time of hiring, and have training programs conducted in order to cover characteristics that must be present in the posture of the employees and companies that learn. In order to investigate whether the training programs implemented in the company studied contribute to the development of process oriented to organizational learning, characterized as an explanatory case study. For this, a dialogue was performed with several authors in the field of Education and Administration , as Senge (2006; 2012), Bergamini (2005) , Antonello (2005; 2010), Markert (2004), Pozo (2002), Nonaka and Takeuchi (1997), among others. In the investigative process, three strategies of data collection were mobilized: direct observation, document analysis and interviews with four trainers from the company. The results were compared with the literature, allowing the conclusion that the training programs developed in the company studied do contribute to the development of organizational learning, but that there are some new actions directed to that perspective to be added yet. It was also concluded that the support tools to the programs favor the development of organizational learning and the company field of study can be characterized as faced to processes oriented to organizational learning, distinguishing itself from the concept of organizations of learning |
