Detalhes bibliográficos
| Ano de defesa: |
2017 |
| Autor(a) principal: |
MELO, Ana Paula Santana de
 |
| Orientador(a): |
CABRAL, Romilson Marques |
| Banca de defesa: |
CABRAL, Romilson Marques,
XAVIER, Maria Gilca Pinto,
MORAES, Ionete Cavalcanti de |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Federal Rural de Pernambuco
|
| Programa de Pós-Graduação: |
Programa de Pós-Graduação em Administração e Desenvolvimento Rural
|
| Departamento: |
Departamento de Administração
|
| País: |
Brasil
|
| Palavras-chave em Português: |
|
| Área do conhecimento CNPq: |
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| Link de acesso: |
http://www.tede2.ufrpe.br:8080/tede2/handle/tede2/7191
|
Resumo: |
This paper aims to analyze the relationships between leadership, strategic management practices and the continuity of Non-Governmental Organizations - NGOs. The specific objectives were: To identify the leadership profile of NGOs managers, to know management strategic practices of the NGOs from the perspective of the Balanced Scorecard and to relate the leadership profile and NGOs management practices. This is an exploratory qualitative research. Data collection was done through semi-structured interviews with the leaders and staff of the NGOs, and the method was used to discourse analysis with the purpose of interpreting the leader’s speech and staff’s speech, following the order of the script, after identifying the key points of the speeches was made the comparison of what was spoken and cited also the divergent points. Then, a detailed description of the aspects found in the interviewees' discourse was done. Regarding the results, to answer the first specific objective, the NGO1 presented a transformational leadership profile; the NGO2 evidenced traits of charismatic leadership and, the NGO 3 showed features of the charismatic leadership. Regarding the second specific objective, NGO 1showed a broad knowledge on strategy management and how its actions cover all the perspectives of the Balanced Scorecard - BSC and also showed interest to expand and to improve some areas. The NGO 2 showed that have no a strategic planning process, however the institution has emerging strategies that are applied according to the demands. The NGO 3, presented a concern with the efficiency of the internal processes and a lesser action in the perspective of learning and knowledge of the BSC. Regarding the third specific objective, in NGO 1 identified the relationships of transformational leadership and strategic management practices, among them: clear understanding of the strategies and the translation of objectives for the whole institution. As for NGO 2, among its characteristics of charismatic leadership it was identified the high capacity of communication that allows to direct the team to the objectives. And. theNGO 3, its aspects of transactional leadership demonstrated a relationship with the internal aspects, monitoring of activities, compliance with standards and monitoring of errors and deviations committed by the team. Therefore, it can be concluded that the research answered the main issue proposed. |
