Submitted by Celso Magalhaes (celsomagalhaes@ufrrj.br) on 2018-07-27T14:34:23Z No. of bitstreams: 1 2017 - Sheila Maria de Souza Santos.pdf: 2668707 bytes, checksum: a068850782e019dc4ccaf7c247435e30 (MD5) / Made available in DSpace on 2018-07-27T14:34:24Z (GMT). No. of bitstreams: 1 2017 - Sheila Maria de Souza Santos.pdf: 2668707 bytes, checksum: a068850782e019dc4ccaf7c247435e30 (MD5) Previous issue date: 2017-11-21 / Family businesses play a significant role in the country's economy; represent approximately 99% of private enterprises, account for 2/3 of jobs, and micro and small family enterprises together account for 52% of GDP. The unique context of this type of company, its distinctive resources and ability to generate competitive advantage reveal the importance of studies on family companies, however in Brazil these researches are still in a premature phase. Among the researched literature, it was not possible to identify studies that portrayed how to professionalize family management, indicating which paths should be taken to make the process more assertive. Its own characteristics and complexities, arising from the interrelationship between family, property and management, make the family business an organization more complex than the others, and as such requires a peculiar type of management and, in the case of a family higher education institution, the union of two distinct types of organization are involved: the higher education institution and the family business, which together enhance the complexity both of them already have. Professionalization represents an evolution in the management of the company, through a formalized process and structured as a way to keep it sustainable, competitive and long-lasting. However, obstacles are encountered in the course of the professionalization process; among others, may be related to issues related to organizational culture, interpersonal relations, power, informal structure and centralized decision making. The behavior of organizations varies according to their culture, and because it represents the identity of the company it influences the organization in practically all its dimensions, therefore, the appropriation of the cultural traits can aid in the decision making. In view of this, this study had as its final objective, based on the diagnosis of the organizational culture of a Medium-sized Family Education Institution, to formulate a plan of action to provide conditions for professional management. The research was conducted through a single case study, with an applied, descriptive and exploratory character, with a qualitative and qualitative approach. the target population of the study was constituted by effective employees of the organization, located in the administrative and pedagogical sectors. The data were collected by means of a survey of company documents, participant observation, informal interviews and IBACO- Brazilian Organizational Culture Evaluation instrument, which, in addition to allowing a more consistent portrayal of organizational reality, also contributed to overcoming possible deficiencies resulting from research and methods. The qualitative data were treated by content analysis and the quantitative by descriptive statistical technique; the triangulation of sources and methods was performed. The theoretical construct grounded the analyzes and discussions of the results, also contributing in the articulation of ideas to formulate the intended action plan. The results found partially confirmed the hypotheses initially formulated and raised others that resulted in a new theoretical perspective. / As empresas familiares possuem papel relevante na economia do pa?s; representam aproximadamente 99% das empresas privadas, respondem por 2/3 dos empregos, e micro e pequenas empresas familiares, juntas, s?o respons?veis por 52% do PIB. O contexto ?nico desse tipo de empresa, seus recursos distintivos e capacidade em gerar vantagem competitiva revelam a import?ncia de estudos sobre as empresas familiares. Todavia, no Brasil, essas pesquisas ainda est?o em fase prematura. Dentre as literaturas pesquisadas, n?o foi poss?vel identificar estudos que retratassem como profissionalizar a gest?o familiar, indicando quais os caminhos deveriam ser percorridos para tornar o processo mais assertivo. Caracter?sticas e complexidades pr?prias, advindas do entrelace das rela??es entre fam?lia, propriedade e gest?o, fazem da empresa familiar uma organiza??o mais complexa que as demais e, como tal, exigem um tipo peculiar de gest?o e, no caso de institui??o de ensino superior familiar, a uni?o de dois tipos distintos de organiza??o est?o envolvidas: a institui??o de ensino superior e a empresa familiar que, juntas, potencializam a complexidade que ambas, isoladamente, j? possuem. A profissionaliza??o representa uma evolu??o na gest?o da empresa, atrav?s de um processo formalizado e estruturado como forma de mant?-la sustent?vel, competitiva e longeva. Por?m, entraves s?o encontrados no decorrer do processo de profissionaliza??o; dentre outros, podem estar relacionados com quest?es relativas ? cultura organizacional, rela??es interpessoais, poder, estrutura informal e decis?o centralizada. O comportamento das organiza??es varia de acordo com a sua cultura, e por representar a identidade da empresa, ela influencia a organiza??o em praticamente todas as suas dimens?es, por isso, a apropria??o dos tra?os culturais pode auxiliar nas tomadas de decis?o. Diante disso, este estudo teve por objetivo final, a partir do diagn?stico da cultura organizacional de uma Institui??o de Ensino Familiar de M?dio Porte, formular um plano de a??o para propiciar condi??es de profissionaliza??o da gest?o. A pesquisa foi conduzida por meio de estudo de caso ?nico, de car?ter aplicado, descritivo e explorat?rio, com abordagem qualitativa e quantitativa. A popula??o alvo do estudo foi constitu?da por funcion?rios efetivos da organiza??o, lotados nas ?reas administrativa e pedag?gica. Os dados foram coletados por meio de levantamento de documentos da empresa, observa??o participante, entrevistas informais e question?rio IBACO - Instrumento Brasileiro de Avalia??o da Cultura Organizacional, que al?m de permitir um retrato mais consistente da realidade organizacional, tamb?m contribuiu para superar poss?veis defici?ncias decorrentes da investiga??o e m?todos. Os dados qualitativos foram tratados por an?lise de conte?do e o quantitativo por t?cnica estat?stica descritiva; a triangula??o de fontes e m?todos foi realizada. O construto te?rico embasou as an?lises e discuss?es dos resultados, contribuindo tamb?m na articula??o de ideias para formular o plano de a??o pretendido. Os resultados encontrados confirmaram, em parte, as hip?teses inicialmente formuladas e levantaram outras que resultaram em uma nova perspectiva te?rica