Made available in DSpace on 2014-12-17T13:53:30Z (GMT). No. of bitstreams: 1 TicianeLS_DISSERT.pdf: 579636 bytes, checksum: d34f178ccc7f81e447317b82a925bccb (MD5) Previous issue date: 2010-09-01 / Universidade Federal do Par? / This study aimed to analyze the leadership style adopted by managers of nongovernmental organizations in the metropolitan region of Belem on the theory of Hersey and Blanchard. This theory is called situational leadership ranks E1, E2, E3, E4 and the styles of leadership and maturity in parallel classes M1, M2, M3 and M4. This study examined the relationship of leadership styles with the maturity of work, identified the relationship of leadership styles as related to psychological maturity and job maturity and psychological maturity. The main objectives were to analyze and relate leadership styles with the maturity of the leaders and understand the phenomenon of leadership from the self-perception of those who lead the organizations studied. To achieve the objectives we used a questionnaire already validated the theory of situational leadership and applied in 320 non-governmental organizations in the metropolitan region of Belem The methodology was quantitative, descriptive and exploratory. The analysis was by descriptive statistics and inferential statistics for univariate and bivariate form, applying the chi-square, the V Crammer and Spearman correlation. The data analysis shows safety, attested to the frequencies, and average margin of error and after application of the tests it was found that a relationship between the leadership style of work with the maturity and psychological maturity. The managers of nongovernmental organizations practicing various styles of leadership and focus on the quadrant of high maturity. It was diagnosed when the manager uses only one style of leadership was the predominance of E3 "share or support", which represents 24% of the sample. As uses two styles of leadership is the predominance of E3 and E2, which represents 76%. So the managers of nongovernmental organizations in the metropolitan region of Belem, practicing a style of leadership support, sharing ideas for decision making using a democratic style / Este trabalho buscou analisar o estilo de lideran?a adotado pelos gestores das Organiza??es N?o Governamentais da Regi?o Metropolitana de Bel?m com base na teoria de Hersey e Blanchard. Essa teoria, denominada lideran?a situacional, classifica em E1, E2, E3 e E4. Que tamb?m classifica a maturidade em M1, M2, M3 e M4. Este trabalho verificou a rela??o dos estilos de lideran?a com a maturidade de trabalho, identificou a rela??o dos estilos de lideran?a com a maturidade psicol?gica e relacionou a maturidade de trabalho e com a maturidade psicol?gica. Os objetivos consistiram em analisar e relacionar os estilos de lideran?a com a maturidade dos l?deres e compreender o fen?meno da lideran?a a partir da autopercep??o daqueles que conduzem as organiza??es estudadas. Para alcan?ar os objetivos, foi utilizado um question?rio j? validado da teoria de lideran?a situacional e aplicado em 320 Organiza??es N?o Governamentais da regi?o metropolitana de Bel?m. Quanto ? metodologia, esta foi quantitativa, e descritivo-explorat?ria. A an?lise foi realizada por meio da estat?stica descritiva e estat?stica inferencial de forma univariada e bivariada, com aplica??o dos testes Qui-Quadrado, o V de Crammer e a Correla??o de Spearman. A an?lise dos dados aponta seguran?a, comprovada com as frequ?ncias, m?dia e margem de erro. Ap?s a aplica??o dos testes, detectou-se que h? rela??o entre o estilo de lideran?a adotado com a maturidade de trabalho e a maturidade psicol?gica. Os gestores das Organiza??es N?o Governamentais praticam v?rios estilos de lideran?a e concentram-se no quadrante de maturidade alta. Diagnosticou-se que quando o gestor utiliza apenas um estilo de lideran?a houve o predom?nio do E3 compartilhar ou apoio , que representa 24% da amostra pesquisada. Quando utiliza dois estilos de lideran?a, o predom?nio ? do E3 e E2, que representa 76%. Assim, os gestores das Organiza??es N?o Governamentais da regi?o metropolitana de Bel?m praticam um estilo de lideran?a de apoio, compartilhando id?ias para a tomada de decis?o utilizando um estilo democr?tico

Submitted by Automa??o e Estat?stica (sst@bczm.ufrn.br) on 2017-01-10T15:08:38Z No. of bitstreams: 1 PatriciaCruzBarbalho_TESE.pdf: 2854431 bytes, checksum: f9e3bb343b3c3a9b5d08819d9a9f7188 (MD5) / Approved for entry into archive by Arlan Eloi Leite Silva (eloihistoriador@yahoo.com.br) on 2017-01-11T15:22:24Z (GMT) No. of bitstreams: 1 PatriciaCruzBarbalho_TESE.pdf: 2854431 bytes, checksum: f9e3bb343b3c3a9b5d08819d9a9f7188 (MD5) / Made available in DSpace on 2017-01-11T15:22:24Z (GMT). No. of bitstreams: 1 PatriciaCruzBarbalho_TESE.pdf: 2854431 bytes, checksum: f9e3bb343b3c3a9b5d08819d9a9f7188 (MD5) Previous issue date: 2016-03-31 / Este trabalho analisa a din?mica social de um grupo de ?guas em tr?s dimens?es: di?dica, tri?dica e coletiva. Est? dividido em tr?s Cap?tulos cujos objetivos s?o: 1) descrever intera??es di?dicas afiliativas e agon?sticas e caracterizar a din?mica social de parcerias preferenciais; 2) analisar ocorr?ncias e intera??es em conflitos (interven??es de terceiros) e p?s-conflitos (reconcilia??o, consolo e apaziguamento) e 3) caracterizar a din?mica de movimentos coletivos sob an?lises de fatores pr?prios do indiv?duo (idade, peso, ranque e estado reprodutivo). O estudo foi realizado no Haras Volta (Frei Paulo, SE, Brasil) em 2012 e 2013. Foi observado um grupo de 64 ?guas e 20 potros lactentes da ra?a manga-larga machador. Foram realizadas tr?s tipos de observa??es diurnas: 1) focal (ocorr?ncias de comportamentos agon?stico, afiliativos, sincronia e mudan?a de dire??o = 130 horas); 2) todas as ocorr?ncias de conflitos em 304 h e 3) varreduras (posicionamento e atividade = 117 varreduras) que geraram informa??es de proximidade (valor da rela??o), rede social e dist?ncias entre os animais. No Cap. 1 descreveu-se que as ?guas se envolveram mais em afilia??o do que em agonismo. ? poss?vel que a sincronia na dire??o possa ser um tipo de afilia??o tamb?m nessa esp?cie. ?guas mais velhas e mais pesadas tiveram ranques mais elevados, mas n?o houve categoria mais agressiva que outra. Parceiras preferenciais apresentaram similaridade em idade, peso, for?a nos relacionamentos e centralidade social, sendo que a din?mica social dessas parcerias caracterizou-se por proximidade e baixo agonismo entre parceiras. A afilia??o e a sincronia foram mais direcionadas para animais neutros do que para parceiras preferenciais. No Cap. 2 reportou-se que reconcilia??o, consolo/apaziguamento e interven??o em conflitos (IC) ocorreram em 57%, 37% e 31% dos conflitos, respectivamente. A ocorr?ncia de reconcilia??o ou dispers?o, realizadas pelas d?ades com e sem reconcilia??o, respectivamente, podem ser estrat?gias para redu??o da incerteza/instabilidade social p?s-conflito. Os conflitos ocorreram entre ?guas com pouca proximidade e reconcilia??o n?o foi dependente do valor da rela??o (amizade), mas o consolo e apaziguamento foram. A interven??o em conflitos foi realizada por ?guas com idade e ranque mais elevados que os das oponentes do conflito, e n?o foi direcionada a parceiras preferenciais, sugerindo manuten??o da estabilidade social. No Cap. 3 detectou-se que n?o houve uma categoria de indiv?duos que se posicionasse com maior frequ?ncia ao centro do rebanho. ?guas mais velhas tenderam a estar ? frente do grupo. Animais mais jovens (potros) foram socialmente mais centrais e animais com necessidades nutricionais diferenciadas (prenhes e lactantes) e de alto ranque foram menos centrais socialmente. Mais da metade do rebanho esteve direcionado, com anteced?ncia, para o sentido que o grupo veio a seguir e o ?ndice de concord?ncia na dire??o (ICD) foi maior quando o grupo se deslocou mais. Isso pode sugerir que o sentido do deslocamento do grupo foi determinado pelo sentido do corpo da maioria dos animais (minimizando custos de consenso), que pode ter ocorrido por processo mim?tico de sincroniza??o, sugerindo uma forma simplificada de coordena??o (lideran?a) distribu?da em pastejo. ?guas vazias e de baixo ranque ajustaram mais suas dire??es em pastejo ? dire??o das outras ?guas. Isso indica maior ocorr?ncia de processos mim?ticos de sincronismo, o que pode levar a coordena??o do movimento ser efetuada por animais que mantenham maior consist?ncia na dire??o ou por animais mais velhos. / This study analyzes the social dynamics of a group of mares in three dimensions: dyadic, triadic, and collective. It is divided in three chapters which objectives are: 1) describe the dyadic affiliative and agonistic interactions and characterize the social dynamics of preferable partnerships; 2) analyze the occurrences and interactions in conflict (third part interventions) and post-conflicts (reconciliation, consolation, and appeasement); and 3) characterize collective movement dynamics under analyzes of individuals features (age, weight, rank, and reproductive state).The study was carried out at Volta Haras (Frei Paulo, Sergipe, Brazil) in 2012 and 2013. A group of 64 mares and 21 suckling foals of manga-larga marchador breed were observed. Three daytime methods of behavioral records were employed: 1) continuous animal-focal (registering occurrence of agonistic and affiliative behaviors, synchrony and change of direction) totaling 130 hours; 2) all occurrences of conflict in 304 hours; and 3) scan (position and activity) totaling 117 scans which generated closeness information (value of the relationship), social network, and distance among the animals. In the first chapter, we describe that the mares were more involved in affiliation than in agonisms. We suggest that synchrony in direction is a kind of affiliation in this species. Older and heavier mares had higher ranks, but there was not a category that was more aggressive than the other. Preferable partners presented similarities in age, weight, strength in the relationships, and social centrality, being the social dynamics of these partnerships characterized by closeness and low agonism among the partners. In the second chapter, we report that reconciliation, comfort/appeasement, and intervention in conflicts (IC) occurred in 57%, 37%, and 31% of the conflicts, respectively. The occurrence of reconciliation or dispersion may be strategies to reduce the social uncertainty/instability post-conflict. The conflicts occurred between mares with low closeness, and reconciliation was not dependent on the value of the relationship (friendship), but the comfort and appeasement did were. The intervention in conflicts were performed by mares with higher rank and age than the opponents of the conflict, and it was not directed to preferable partners, suggesting maintenance of the social stability. In the third chapter, we detected that there was not a category of individuals that positioned themselves to the center of the herd with higher frequency. Older mares tend to be ahead of the group. Younger animals (foals) were socially more central and animals with differentiated nutritional needs (pregnant mares and suckling ones) and high rank were less socially central. More than half of the herd was directed, with anticipation, to the direction that the group started to follow, and the agreement index in the direction (AID) was higher when the group moved more. This may suggest that the direction of the group?s movement was determined by the direction of the body of the majority of the animals (minimizing consensual costs), which may have occurred by the mimetic synchronization process, suggesting a simplified way of coordination (leadership) distributed in grazing. Empty and low rank mares adjusted more their directions in grazing towards the other mares. This indicates more occurrence of mimetic process of synchronism, which may lead to the coordination of the movement to be performed by animals that keep more consistency in direction or older animals.

Submitted by PPG Ci?ncias Sociais (csociais-pg@pucrs.br) on 2018-05-08T14:02:45Z No. of bitstreams: 1 Alison_Ribeiro_Centeno_Dis.pdf: 1666560 bytes, checksum: f12e346bb75768cf66ae072aca247600 (MD5) / Approved for entry into archive by Caroline Xavier (caroline.xavier@pucrs.br) on 2018-05-15T17:53:24Z (GMT) No. of bitstreams: 1 Alison_Ribeiro_Centeno_Dis.pdf: 1666560 bytes, checksum: f12e346bb75768cf66ae072aca247600 (MD5) / Made available in DSpace on 2018-05-15T17:55:52Z (GMT). No. of bitstreams: 1 Alison_Ribeiro_Centeno_Dis.pdf: 1666560 bytes, checksum: f12e346bb75768cf66ae072aca247600 (MD5) Previous issue date: 2018-03-20 / Coordena??o de Aperfei?oamento de Pessoal de N?vel Superior - CAPES / Studying the social background, the political careers and political pathways of Federal Senators from Brazil who were chosen as party leaders and supra-party blocs' leaders between 1999 and 2006, this examination points out that during the 51st and 52nd Congresses the group of leaders concentrated and exacerbated the main qualities of the Senate's components. Using a theoretical framework that values institutional political experience and social capital as sources of maintenance of the political elite that composes the political institutions, studies focused on Brazil's bicameral Congress were synthesized in data and conclusions that corroborated for the understanding of the Brazilian political institutions dominated by a cohesive elite, with low circularity and high socioeconomic resources that projects them to the highest positions on Legislative. Questioning the possible dissonance between parties leaders and parties members in the Federal Senate, there was a 'leader profile' that overcame the intrinsic differences of parties on the political spectrum, where Senators that have graduated in engineering overcame the numerical dominance of law graduates in Brazil's Federal Senate, which as one half of the country's Congress is marked by long-serving career politicians, with parties leaders being even more experienced Senators, mainly with political careers built by Legislative mandates. / Atrav?s de um estudo acerca do social background, das carreiras e trajet?rias pol?ticas de Senadores que foram al?ados aos postos de l?deres de partidos e blocos suprapartid?rios do Senado Federal entre 1999 e 2006, este trabalho evidencia que, no que tange ?s 51? e 52? Legislaturas, o col?gio de l?deres concentrou e exacerbou as principais caracter?sticas dos componentes da Casa. Valendo-se de um arcabou?o te?rico que valoriza a experi?ncia pol?tica e o capital social como fontes de manuten??o da elite que comp?e os meios institucionais, retomou-se estudos de caso focados no Congresso Nacional, sintetizados em dados e afirma??es que corroboraram para a compreens?o da pol?tica institucional brasileira dominada por uma elite coesa, de baixa circularidade e de elevados recursos socioecon?micos que os projetam para os cargos mais elevados do Legislativo. Tendo questionado a poss?vel disson?ncia entre os Senadores l?deres e liderados, encontrou-se um perfil de l?der que supera as diferen?as intr?nsecas das legendas na escala ideol?gica, onde os Senadores engenheiros se sobrepuseram a domin?ncia dos bachar?is em Direito na Casa da Federa??o, que como institui??o legislativa marcada pelos pol?ticos de carreiras longevas, tinha no col?gio de l?deres, Senadores ainda mais experientes, principalmente com carreiras pol?ticas constru?das por mandatos no Legislativo.

Made available in DSpace on 2016-04-04T18:29:28Z (GMT). No. of bitstreams: 1 Fatima Schette.pdf: 499484 bytes, checksum: 2b64164a4159e41380fe6dbb56527f37 (MD5) Previous issue date: 2005-02-18 / This study aims to analyze the Work Organizational Psychology (WOP) contribution for the development of organizational leaders. The data were obtained through written depositions, with driven opened questions to six work organizational psychologists and twelve organizational leaders. The psychologists who took part are representative of the area in Brazil, academic professors and post graduated in the WOP s area. The twelve organizational leaders were nominated by the psychologists and rely on a professional experience of more than five years in leadership positions. The research is qualitative, having been adopted the method of Content Analysis proposed by Minayo (1998), consisting of steps that go from the objective description to a systematic interpretation of the communications manifest content. The written depositions were stimulated by two questions, common to both groups of participants, referring to the expectations regarding WOP s contribution to the leaders development and suggestions regarding Psychology contribution for the T Programs. The data carried to conclude that Psychology: 1) contributes for leader s development, beyond technical competences, allowing them to develop competences of psychological nature behavioral and relational - and managerial also; 2) supplies psychological support for leader s adaptation to the organizational environment and contributes with Training and Development programs, that embody themes as motivation, leadership, teams development, administration of people, using its currient methods and techniques, aiming a continuous learning inside the organizations; 3) should strengthens itself as science and as professional carrers, developing investigation instruments and scientific methods, reliable and safe, promote improvements in the academic and professional formation of psychologists; 4) should enlarge itself presence in the several faculties, in the market, in the organizations, in the media, in literature and in scientific endeavors. The pointed suggestions regarding Psychology contribution were: 1) should contribute through couselling and psychological support to the leader; 2) should promote the leadership practice in learning contexts; 3) promote competences development programs, behaviors and attitudes aligned to the organizational needs; 4) should comprehend organizations business and its relation with the world panorama;5) develop its own strategic role in the organizations; 6) implement Psychology disciplines in varied courses as Administration, Engineerings, Medicine, Economy, etc; 7) increase its representativity as a profession and seek larger union among psychologists for the category invigoration; 8) develop researches and Post Graduation Courses focused on Organizational and Work Psychology field; 9) should act beyond the Human Resources Sector, close to the company as a whole. / Este estudo tem por objetivo analisar a contribui??o da Psicologia Organizacional e do Trabalho (POT) para o desenvolvimento de l?deres organizacionais. Os dados foram obtidos atrav?s de depoimentos escritos, com perguntas abertas dirigidas a seis psic?logos organizacionais e do trabalho e a doze l?deres organizacionais. Os psic?logos que participaram s?o representativos da ?rea no Brasil, professores universit?rios e p?s graduados na ?rea da POT. Os doze l?deres organizacionais foram indicados pelos psic?logos e contam com uma experi?ncia profissional de mais de cinco anos em cargos de lideran?a. A pesquisa ? qualitativa, tendo sido adotado o m?todo de An?lise de Conte?do proposto por Minayo (1998), constando de passos que levam da descri??o ? interpreta??o objetiva e sistem?tica do conte?do manifesto das comunica??es. Os depoimentos escritos foram estimulados por duas perguntas disparadoras, comuns aos dois grupos de participantes, referindo-se ?s expectativas quanto ? contribui??o da POT ao desenvolvimento de l?deres e sugest?es quanto ? contribui??o da Psicologia para os programas de Treinamento e Desenvolvimento. Os resultados encontrados levaram a concluir que a Psicologia: 1) contribui para o desenvolvimento de l?deres, para al?m das compet?ncias t?cnicas, permitindo que se desenvolvam compet?ncias de natureza psicol?gica - comportamentais e relacionais - e tamb?m empresariais; 2) fornece suporte psicol?gico para a adapta??o do l?der ao ambiente organizacional e contribui com programas de Treinamento & Desenvolvimento, que englobam temas como motiva??o, lideran?a, desenvolvimento de equipes, gest?o de pessoas, utilizando-se de m?todos e t?cnicas atuais, visando uma aprendizagem cont?nua nas organiza??es; 3) deve fortalecer-se como ci?ncia e como classe profissional, desenvolver instrumentos e m?todos de investiga??o e treinamento confi?veis e seguros, promover melhorias na forma??o acad?mica e profissional de psic?logos, ampliar o espa?o da Psicologia nas diversas faculdades, no mercado, nas organiza??es, na m?dia, na literatura e nos espa?os cient?ficos. As sugest?es apontadas quanto ? atua??o da Psicologia foram: 1) devem contribuir atrav?s do aconselhamento e suporte psicol?gico ao l?der; 2) deve promover a pr?tica da lideran?a em contextos de aprendizagem; 3) deve promover programas de desenvolvimento de compet?ncias, comportamentos e atitudes alinhados ?s necessidades das organiza??es; 4) deve compreender o neg?cio da organiza??o e sua rela??o com o panorama mundial; 5) desenvolver seu papel estrat?gico nas organiza??es; 6) implementar disciplinas de Psicologia em cursos como Administra??o, Engenharias, Medicina, Economia, etc; 7) aumentar sua representatividade como profiss?o e buscar maior uni?o entre psic?logos para o fortalecimento da categoria; 8) desenvolver pesquisas e cursos de P?s Gradua??o na ?rea da Psicologia organizacional e do Trabalho; 9) deve atuar al?m do setor de Recursos Humanos, junto ? empresa como um todo.

Made available in DSpace on 2014-12-17T15:54:50Z (GMT). No. of bitstreams: 1 DioneMF.pdf: 160135 bytes, checksum: 825f43ae198d543142cbdeb23a7d59f9 (MD5) Previous issue date: 2008-04-01 / To investigate the possibilities and limits of mechanisms of participativa management in the scope of the Pronaf - National Program of Fortalecimento of Familiar Agriculture, and the corresponding effectiveness of its actions in the construction of alternatives of sustainable agricultural development in the Coast North of the State of the Great River of the North, more specifically, in the composed Subzona de Touros for the cities of Bulls, White Well, Pureness, Is Miguel of the Gostoso and Taipu. To carry through this analysis they had been carried through Research of Field with the objective to reconstitute the trajectory of the CMDRS, to trace the profile of the citizens that compose each one of the five advice, its expectations, interests and the level of participation of the local population / Investigar as possibilidades e limites de mecanismos de gest?o participativa no ?mbito do Pronaf Programa Nacional de Fortalecimento da Agricultura Familiar, e a correspondente efic?cia das suas a??es na constru??o de alternativas de desenvolvimento rural sustent?vel no Litoral Norte do Estado do Rio Grande do Norte, mais especificamente, na Subzona de Touros composta pelos munic?pios de Touros, Po?o Branco, Pureza, S?o Miguel do Gostoso e Taipu. Para realizar esta an?lise foram realizadas Pesquisas de Campo com o objetivo de reconstituir a trajet?ria dos CMDRS, tra?ar o perfil dos sujeitos que comp?em cada um dos cinco conselhos, suas expectativas, interesses e o n?vel de participa??o da popula??o local

Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-06-29T17:53:44Z No. of bitstreams: 1 2006 - Cassio Dias dos Santos.pdf: 1409499 bytes, checksum: 3e4eb75652ad8d76ba015238a888bd54 (MD5) / Made available in DSpace on 2017-06-29T17:53:44Z (GMT). No. of bitstreams: 1 2006 - Cassio Dias dos Santos.pdf: 1409499 bytes, checksum: 3e4eb75652ad8d76ba015238a888bd54 (MD5) Previous issue date: 2006-02-15 / The objective of this study of case, is to supply given, to information and analyses, that can come to collaborate with the classification and professionalization of a carnival organization, thus allowing to pass to be used as reference a model of planning for this this sector, therefore the carnival is the main popular party of Brazil. Trying to show that the G.R.E.S. Nilopolis de Beija-Flor samba school that presents all the characteristics of an organization of Quality, 1? ranking of the LIESA. Our it analyses will be based on the criteria of PQRio (leadership, strategy and plans, customers, society, information and knowledge, people and processes). Approaching with this its strategical planning, its social and cultural action. Indicating factors that had made Beija-Flor to become a successful organization in its segment. Thus getting a comprehensive and significant picture of the organizations (schools od Samba) of the Carioca Carnival. / O objetivo deste estudo de caso ? fornecer dados, informa??es e an?lises que possam vir a colocar a classifica??o e profissionaliza??o de uma organiza??o de carnaval, permitindo assim passar a ser utilizado como referencia para o modelo de planejamento para este setor, pois o carnaval ? a principal festa popular do Brasil.Tenta-se mostrar que o G.R.E.S. Beija-Flor de Nil?polis ? uma escola de samba que apresenta todas as caracter?sticas de uma organiza??o de qualidade, a primeira do ranking da LIESA. Nossa an?lise ser? baseada nos crit?rios do PQRio (lideran?a, estrat?gia e planos, clientes, sociedades, informa??o e conhecimento, pessoas e processos), abordando assim, o planejamento estrat?gico, as A??es sociais e culturais da agremia??o. Indicam-se fatores que fizeram a Beija-Flor torna-se uma organiza??o bem-sucedida em seus segmentos, obtendo-se, por conseguinte, um quadro compreensivo e significativo das organiza??es (escolas de Samba) do carnaval carioca.