Made available in DSpace on 2016-04-25T16:45:23Z (GMT). No. of bitstreams: 1 Maria Simone Prates Barreto.pdf: 1289276 bytes, checksum: 0bfa48c4e63e706a943c417eb4e11b5f (MD5) Previous issue date: 2009-10-22 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The core objective of this paper is to study the global mindset of managers in Brazilian construction companies. Besides that, there were the specific objectives of reviewing the literature about global mindset and international human resources, identifying the international human resources policies that enable or restrict the development and the maintenance of global mindset among construction companies managers, and characterizing this segment s companies. The research is made of multiple case studies in two organizations, by means of descriptive and qualitative research. The data for analysis was collected by semistructured interviews, besides documents and websites analysis. The selected companies are part of the Brazilian Transnational Companies ranking, made by Fundação Dom Cabral and published in 2009. The research revealed that there is no consistence in the supposition that the studied companies, since they have a large experience accumulated in over 30 years of international presence, have consistent policies of international human resources that can enable the development and the maintenance of their managers global mindset. The analysis of the data pointed out that managers from both companies are in different stages; at Camargo Corrêa, with an ethnocentric orientation, and at Norberto Odebrecht, with a regiocentric or polycentric orientation. Thus, in both cases managers do not present a geocentric view, which is closer to the global mindset. In addition, the research didn t find evidences of the existence of international human resources policies focusing the development and the maintenance of the global mindset, only a few isolated strategies to enable the capacity of thinking globally. Even though the conclusions of this paper cannot be generalized, since this is a study of cases, this can contribute to future studies that seek to understand the global mindset of Brazilian managers and how international human resources policies that develop and maintain the global mindset are used by Brazilian companies / Estudar a mentalidade global de gestores da construção pesada de empresas brasileiras foi o objetivo central deste trabalho. Teve-se, ainda, como objetivos específicos, realizar uma revisão da literatura sobre a mentalidade global e recursos humanos internacionais, identificar as políticas de recursos humanos internacionais que favorecem ou restringem o desenvolvimento e a manutenção da mentalidade global nos gestores da construção pesada e realizar uma caracterização das empresas do segmento citado. A pesquisa se caracteriza por estudos de casos múltiplos em duas organizações, por meio de pesquisa qualitativa descritiva. Os dados para análise foram coletados por meio de entrevistas semiestruturadas, além de análise documental e de sites. As empresas selecionadas fazem parte do ranking das transnacionais brasileiras realizado pela Fundação Dom Cabral e divulgado em 2009. A pesquisa revelou que não há consistência na suposição de que as empresas estudadas, devido ao histórico de possuir uma grande experiência acumulada em aproximadamente 30 anos de atuação fora do Brasil, possuam consistentes políticas de recursos humanos internacionais, que facilitassem o desenvolvimento e a manutenção da mentalidade global dos seus gestores. A análise dos dados apontou que os gestores das duas empresas encontram-se em estágios diferentes; na Camargo Corrêa, com uma orientação etnocêntrica, e na Norberto Odebrecht, com uma orientação regiocêntrica ou policêntrica. Assim, nos dois casos os gerentes não apresentam uma visão geocêntrica, cuja orientação está mais próxima da mentalidade global. Ainda, a pesquisa não encontrou evidências da existência de políticas de recursos humanos internacionais com vistas ao desenvolvimento e à manutenção da mentalidade global. Percebeu-se, somente, algumas estratégias isoladas para facilitar a capacidade de pensar globalmente. Embora as conclusões deste trabalho não possam ser generalizadas, por se tratar de um estudo de casos, este poderá contribuir para estudos futuros que busquem o entendimento da mentalidade global dos gestores brasileiros e como as políticas de recursos humanos internacionais que desenvolvem e mantêm a mentalidade global são utilizadas pelas empresas brasileiras

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No. of bitstreams: 1 71070100711.pdf: 7808538 bytes, checksum: 97b8b63f7284e92480f7a4bbe9a21247 (MD5) Previous issue date: 2011-02-22 / The objective of this research was identifying which international manager career policies are designed by Brazilian companies and how external and internal factors influence policy designs and which outcomes are achieved. The contextual aspects show Brazil’s economy as an emergent economy, with social and economic indicators in growth which provides an environment for different types of business expansion. The internationalization has been stimulated by Brazilian government and the opportunities arising in the international scenario are levers to the internationalization process of the companies of distinct industries and sizes. So, they demand professionals with capabilities and skills to act and manage an international operation. For theoretical and empirical basis, multinationals companies’ internationalization researches with the economic and strategic approaches were consulted. Also, the researches about international management and change and adjust needed in the structures, activities and controls to perform whole the process of internationalization. In the specific way, it was studied how the Human Resources Management must be structured to attend, through its policies and practices, the companies’ expectations and strategies. The career studies helped to portrait the changes occurred in the work environment and in the individual life expectation as well as to present different models and approaches about career’s types and management. The qualitative approach was chosen and the semi structured interviews and documental analyses were used to collect empirical data. The Human Resources managers of six Brazilian companies collaborated with this research. To help the analysis of collected data, the six companies were divided into three groups: i) the company’s internationalization occurred past ten years or more; ii) the company’s internationalization occurred between ten and five years; and iii) the company’s internationalization occurred at least five years. Observing this criteria, there were choose six companies, two for each group, those that best illustrated or emphasized his group of internationalization, using the sample for a typical case, which seeks to illustrate or highlight what is typical, normal on the average. The resulting research points that the time of internationalization highlights the differences between companies, but he does not explain them all. Some external and internal factors impact on the definitions of policies for managing international career. They are: the level of maturity and competitive markets in which companies operate; the small number of professionals trained to act as international managers in the human resources market; the small number of consultants able to work the issue; the specificity of international profile of the manager; the constant pressure on the international manager; the non linear demand for the position; and organizational culture. Besides these, there is the trust factor, represented both in a moral but also the expectation of completing the work and the decisions that the manager shall, as a representative of the company and its values. In the Group I, the policies for managing international career maturity are the result of the operation of business and the seniority of their HR professionals. Already in the Group II, the design of political career is based on the national operation, enterprise owners and their confidence in the HR field. In companies of the group III, are also characterized by the entrepreneurial spirit of its owners, by its less rigid hierarchical and functional structure, which leads them to have no political career as clear and therefore send their professionals to the outside without much training. In all cases, the level of satisfaction with the outcome is good, however there were concerns expressed and interest in improving the processes. HR professionals are aware that changes will happen before these processes are stabilized. And finally, the recognition by the results is felt at all levels of the organizations, even in the Group III. This satisfaction is measured by the discourse of the owners based on the results obtained so far by international managers. / Esta pesquisa teve como objetivo identificar quais são as políticas para a carreira de gestor internacional delineadas por empresas brasileiras, como fatores externos e internos influenciam no desenho destas políticas e quais os resultados alcançados. O contexto escolhido deveu-se ao fato de que o Brasil tornou-se uma economia emergente, com indicadores sociais e econômicos em crescimento, o que propicia um ambiente de expansão para diferentes tipos de negócios. A internacionalização tem sido estimulada pelo governo brasileiro e as oportunidades que surgem no cenário internacional são alavancas para o processo de internacionalização das empresas de setores e portes distintos. Assim, elas passam a demandar de profissionais capacitados para atuar e gerir a operação internacional. Como base teórico-empírica de referência foram consultados estudos sobre a internacionalização das empresas sob o ponto de vista dos modelos econômicos e de estratégia. Também foram analisados os estudos sobre as mudanças e adequações necessárias à gestão das empresas, de suas estruturas, processos e controles dentro do processo de internacionalização. E, de forma mais específica, foi abordado como a área de Recursos Humanos deve se estruturar para atender às expectativas e estratégias delineadas pelas empresas por meio de suas políticas e práticas. Os estudos sobre carreira foram utilizados para retratar as mudanças ocorridas no ambiente de trabalho e na expectativa de vida dos indivíduos, bem como para apresentar os diferentes modelos e abordagens sobre os tipos de carreira e sua gestão. A abordagem de pesquisa utilizada foi a qualitativa, com a entrevista semi-estruturada e a análise documental como instrumentos de coleta de dados. Participaram deste trabalho os responsáveis pela área de Recursos Humanos de seis empresas brasileiras. Para a análise dos dados obtidos, as empresas foram divididas em três grupos: i) internacionalizadas há mais de dez anos; ii) internacionalizadas entre dez e cinco anos; iii) internacionalizadas há menos de cinco anos. Das empresas que preencheram o critério de participação, foram escolhidas duas de cada grupo, sendo aquelas que melhor ilustravam ou realçavam o seu grupo de internacionalização, utilizando a amostra por Caso Típico, que busca ilustrar ou realçar o que é típico, normal, relativo à média. Como resultado de pesquisa foi observado que o tempo de internacionalização ressalta as diferenças entre as empresas, porém ele não as explica no todo. E que alguns os fatores externos e internos são considerados pelas áreas de RH como impactantes nas definições das políticas de carreira de gestor internacional. São eles: os níveis de maturidade e competitividade dos mercados em que as empresas atuam; o número de profissionais com formação para atuar como gestores internacionais que estão no mercado de recursos humanos; o número reduzido de consultorias aptas a trabalhar o assunto; a especificidade do perfil do gestor internacional; a constante pressão sobre o ocupante do cargo; a demanda não linear para o cargo; e a cultura da organização. Além destes, destaca-se o fator confiança, representado tanto no sentido moral como também expectativa da realização dos trabalhos e nas decisões que o gestor tomará, como representante da empresa e seus valores. Nas empresas do Grupo I, as políticas para carreira de gestor internacional são resultantes da maturidade da operação das empresas e da senioridade de seus profissionais de RH. Já nas empresas do Grupo II, o desenho de políticas de carreira tem por base a operação nacional, o espírito empreendedor de seus donos e a confiança depositada na área de RH. Nas empresas do grupo III, também se caracterizam pelo espírito empreendedor de seus donos, por suas estruturas hierárquicas e funcionais mais frouxas, o que as leva a não ter políticas de carreiras tão claras e, portanto, enviam seus profissionais para o exterior sem muita formação. Em todos os casos, o nível de satisfação com os resultados é bom, entretanto foram manifestadas apreensões e interesse em melhorar os processos. Os profissionais de RH estão cientes que mudanças acontecerão antes que estes processos sejam estabilizados. E finalmente, o reconhecimento pelos resultados é sentido em todos os níveis da organização, mesmo nas empresas do Grupo III. Esta satisfação é medida pelo discurso dos donos com base nos resultados até então obtidos pelos gestores internacionais.

Notre étude s’intéresse à la façon dont les entreprises multinationales utilisent et gèrent la mobilité internationale de leurs employés. Plus précisément, nous cherchions à déterminer l’importance que les entreprises multinationales accordent à leur stratégie internationale au moment de décider de la façon d’utiliser l’expatriation et de la gérer au moyen des programmes de mobilité internationale. Bien que l’objet principal de notre recherche soit d’observer l’influence de la stratégie internationale sur ces programmes, nous avons cherché également à identifier d’autres caractéristiques de chaque entreprise et de son environnement susceptibles de les influencer. Cette démarche nous a permis de déterminer si les entreprises multinationales qui adoptent des programmes de mobilité internationale similaires partagent une même orientation stratégique au niveau international ou plutôt d’autres caractéristiques. Notre étude, effectuée auprès de professionnels de la GRH responsables de la gestion de la mobilité internationale, visait, dans un premier temps, à identifier le type de stratégie internationale privilégiée par les entreprises, ainsi que l’approche de la gestion internationale des ressources humaines qu’elles favorisent. Dans un deuxième temps, nous avons cherché à identifier le type de programme de mobilité internationale en place dans chaque entreprise à partir de l’analyse de leurs composantes (politiques et pratiques RH). Nous avons tiré deux conclusions principales de notre étude. Premièrement, la mobilité internationale, plus particulièrement l’expatriation, constitue toujours un important outil d’expansion et de survie des entreprises multinationales. Deuxièmement, les entreprises multinationales l’utilisent différemment en fonction de leurs objectifs stratégiques et la gèrent de façon très pragmatique, en tenant compte d’une panoplie de facteurs tels le nombre d’expatriés, la culture managériale de l’entreprise, les caractéristiques de leur secteur d’activité, leur expérience et les difficultés rencontrées en cours de route. / Our study looks at how multinational corporations use and manage the international mobility of their employees. More specifically, we sought to determine to which extent multinationals consider their international management strategy in deciding how to use the expatriation managed through international mobility programs. Although the main purpose of our research is to observe the influence of the international management strategy on these programs, we also sought to identify other characteristics of each firm and its environment that may influence them. Our study, conducted among HR professionals responsible for management of international mobility, intended, in a first step, to identify the type of international management strategy favored by firms and the approach to international management of human resources they lead to. In a second step, we sought to identify the type of international mobility program in place in each firm from the analysis of their components (HR policies and practices). We drew two main conclusions of our study. First, international mobility, especially expatriation, is still an important tool for growth and survival of multinational corporations. Second, multinational corporations use expatriation differently depending on their strategic objectives and manage it very pragmatically, taking into account a variety of factors including the number of expatriates, the managerial culture of the company, the characteristics of their industry, their experience and difficulties encountered during the journey.

Notre étude s’intéresse à la façon dont les entreprises multinationales utilisent et gèrent la mobilité internationale de leurs employés. Plus précisément, nous cherchions à déterminer l’importance que les entreprises multinationales accordent à leur stratégie internationale au moment de décider de la façon d’utiliser l’expatriation et de la gérer au moyen des programmes de mobilité internationale. Bien que l’objet principal de notre recherche soit d’observer l’influence de la stratégie internationale sur ces programmes, nous avons cherché également à identifier d’autres caractéristiques de chaque entreprise et de son environnement susceptibles de les influencer. Cette démarche nous a permis de déterminer si les entreprises multinationales qui adoptent des programmes de mobilité internationale similaires partagent une même orientation stratégique au niveau international ou plutôt d’autres caractéristiques. Notre étude, effectuée auprès de professionnels de la GRH responsables de la gestion de la mobilité internationale, visait, dans un premier temps, à identifier le type de stratégie internationale privilégiée par les entreprises, ainsi que l’approche de la gestion internationale des ressources humaines qu’elles favorisent. Dans un deuxième temps, nous avons cherché à identifier le type de programme de mobilité internationale en place dans chaque entreprise à partir de l’analyse de leurs composantes (politiques et pratiques RH). Nous avons tiré deux conclusions principales de notre étude. Premièrement, la mobilité internationale, plus particulièrement l’expatriation, constitue toujours un important outil d’expansion et de survie des entreprises multinationales. Deuxièmement, les entreprises multinationales l’utilisent différemment en fonction de leurs objectifs stratégiques et la gèrent de façon très pragmatique, en tenant compte d’une panoplie de facteurs tels le nombre d’expatriés, la culture managériale de l’entreprise, les caractéristiques de leur secteur d’activité, leur expérience et les difficultés rencontrées en cours de route. / Our study looks at how multinational corporations use and manage the international mobility of their employees. More specifically, we sought to determine to which extent multinationals consider their international management strategy in deciding how to use the expatriation managed through international mobility programs. Although the main purpose of our research is to observe the influence of the international management strategy on these programs, we also sought to identify other characteristics of each firm and its environment that may influence them. Our study, conducted among HR professionals responsible for management of international mobility, intended, in a first step, to identify the type of international management strategy favored by firms and the approach to international management of human resources they lead to. In a second step, we sought to identify the type of international mobility program in place in each firm from the analysis of their components (HR policies and practices). We drew two main conclusions of our study. First, international mobility, especially expatriation, is still an important tool for growth and survival of multinational corporations. Second, multinational corporations use expatriation differently depending on their strategic objectives and manage it very pragmatically, taking into account a variety of factors including the number of expatriates, the managerial culture of the company, the characteristics of their industry, their experience and difficulties encountered during the journey.

Made available in DSpace on 2016-12-01T19:18:44Z (GMT). No. of bitstreams: 1 Maria Eduarda.pdf: 39182 bytes, checksum: e2dc96165c80b6c99e99f8ffd9f87f03 (MD5) Previous issue date: 2007-09-28 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The work starts with the thematic of globalization, which drives companies to the internationalization of their activities. As companies move towards global markets, executives localization in outside branches is necessary to manage the operations. HR role, in this process, becomes crucial, as it is responsible for the expatriation process, which encompasses the selection, localization and accompanying of the expatriate living abroad. The academic study is justified by its theory importance, once the theme is recent and there are not many researches regarding this subject in Brazil; and economic, since efficient planning increases the possibilities of success of international assignments, allowing companies to be more competitive. The aim of this research is to verify relevant aspects in the opinion of assigned executives, related to expatriation process made by a big energy company. The theory revised approached the subjects of globalization, internationalization, organizational culture, expatriation, cultural adaptation, global executive profile and global human resources, among others. The methodological procedures pointed a qualitative-quantitative approach, through the application of a questionnaire to the company´s expatriates. In a complementary way, interviews were made with workers of International Mobility department of the Company. The method of survey was used to conduct this research. The study reveals that some aspects such as selection and cultural adaptation programs have a very strong impact in the expatriation process of the company, and well designed human resources processes, which take into account subjective aspects pointed out by assigned executives can raise its performance, and consequently raise the company s competitiveness / O trabalho parte da temática da globalização, a qual impulsiona as empresas para a internacionalização de seus negócios. A partir da expansão para mercados globais, a localização de executivos nas unidades do exterior torna-se necessária para a gestão destas filiais internacionais. Com isso, o papel da área de RH é de fundamental importância, sendo a responsável pelo processo de expatriação, o qual abrange a seleção, inserção e acompanhamento do expatriado no exterior. O estudo acadêmico é justificado pela importância teórica, haja vista que o tema é recente e pouco estudado no Brasil, e econômica já que o planejamento eficiente aumenta as possibilidades de sucesso de uma designação internacional, tornando a empresa mais competitiva. A pesquisa tem como objetivo verificar os aspectos relevantes percebidos pelos executivos designados para atuar em unidades do exterior, em função do processo de expatriação promovido por uma grande empresa do setor de energia. A fundamentação teórica abrangeu os seguintes temas: globalização, internacionalização, cultura organizacional, expatriação, adaptação cultural, perfil do executivo global e estratégia de recursos humanos. Os procedimentos metodológicos apontam para a abordagem quantiqualitativa, através da aplicação de questionário aos expatriados de uma empresa de economia mista do setor de energia, e entrevistas com os responsáveis pela área de Mobilidade Internacional da Empresa. Sendo assim, foi realizada uma pesquisa do tipo survey. A pesquisa revela que aspectos como a seleção e programas de adaptação cultural são impactantes no processo de expatriação de executivos, e que processos bem desenhados pela área de recursos humanos, que levem em conta aspectos subjetivos observados pelos executivos, podem aumentar o rendimento dos executivos expatriados, e conseqüentemente a competitividade da empresa

This diploma thesis focuses on cooperation in international teams and the impact of cultural differences on the function of these teams. The aim of the thesis is to analyze the influence of cultural differences on team work. This work focuses on teams, their development, roles that the team members accept, team performance and their motivation. The thesis also examines culture and cultural models of Hofstede and Lewis. The attention is focused on the specifics of international teams and leadership within those teams, intercultural competency and aspects of intercultural communication. The thesis includes empirical research exploring possible problems and advantages of work in cross-cultural teams. The aim of the empirical research is to identify culture-related factors that influence cooperation in cross-cultural teams. Qualitative research was conducted in the form of semi-structured interviews with Czech managers of international teams. Keywords: international human resources management, cultural diversity, cross-cultural teams, management of cross-cultural teams, intercultural cooperation, intercultural communication

Master thesis is performed on 124 pages (format А4, the font type Times New Roman, font size 14, interlining 1.5) excluding attachments. Number of tables – 30 (excluding attachments). Number of figures – 34 (excluding attachments). Master Thesis consists in Introduction, Three Chapters, Conclusion, Bibliography, Appendix. In the theoretical part are presented the basic concepts, objectives of the evaluations their types and forms, stages, criteria, and methods. In the practical part are analyzed the general characteristics of company research and personnel management, the analysis of human resources management, the integration of talent management strategies and the existence of a leadership development system. On the base of received results are proposed recommendation a model for the design of a strategic leadership development system for the company In conclusion to the extent that the human resources area becomes strategic aligning their talent management processes to business objectives and strategies will be able to design and develop a strategic leadership development system. / Магистерская диссертация выполнена на 124 страницах (формат А4, шрифт Times New Roman, размер шрифта 14, флизелин 1.5) без учета вложений. Количество таблиц – 30 (без учета приложений). Количество рисунков – 34 (без приложений). Магистерская диссертация состоит из введения, трех глав, заключения, списка литературы, приложения. В теоретической части представлены основные понятия, цели оценки, их разновидности и формы, этапы, критерии и методы. В практической части проведен анализ общей характеристики предприятия и управления персоналом, анализ управления человеческими ресурсами, интеграция стратегий управления персоналом и наличие системы развития лидерства. На основе полученных результатов предложены рекомендации по модели проектирования системы стратегического развития лидерства для компании. В заключение показано, что в той мере, в которой область людских ресурсов становится стратегической, выравнивая свои процессы управления талантами с бизнес-целями и стратегиями, компания сможет разработать и внедрить систему стратегического развития лидерства.