Submitted by Maicon Juliano Schmidt (maicons) on 2015-06-12T17:50:11Z No. of bitstreams: 1 Jalusa Lima Biasi Galant.pdf: 1009079 bytes, checksum: fde1efef70ad5225415f3fd348d58cdf (MD5) / Made available in DSpace on 2015-06-12T17:50:11Z (GMT). No. of bitstreams: 1 Jalusa Lima Biasi Galant.pdf: 1009079 bytes, checksum: fde1efef70ad5225415f3fd348d58cdf (MD5) Previous issue date: 2015-02-27 / Nenhuma / O presente trabalho investigativo analisa as implicações, entraves e avanços, de um processo de construção de uma metodologia dialógico-participativa implantada em um espaço onde isso era desconhecido. Realizado em uma empresa jurídica, teve como enfoque central a relação entre as pessoas situadas em seus “nichos” de trabalho e sua forma de aprender uma nova cultura. Os principais autores que embasaram o estudo foram: Paulo Freire, Terezinha Azeredo Rios, Boaventura de Sousa Santos, Sérgio Vasconcelos, Léa das Graças Camargo Anastasiou, Maria Isabel Cunha, Jorge Larossa Bondía, Marilena Chauí e Heloisa Lück. A metodologia utilizada teve enfoque qualitativo, descritivo, etnográfico, uma vez que acompanhou com observações e registros todas as etapas do processo vivido; utilizou-se também, para ouvir os sujeitos ao final do processo, de entrevistas por e-mail. Os resultados demonstraram o potencial da metodologia dialógica-participativa, especialmente na melhor integração da equipe e na troca de informações, qualificando o trabalho e o atendimento ao cliente. Habilidades como autonomia e autoria, construídos coletivamente, foram destacadas pelos sujeitos. Por outro lado, entraves técnico-políticos também foram identificados, especialmente porque o trabalho provocou algumas mudanças na cultura da empresa, nem sempre almejadas por todos. Concluiu-se que por melhores resultados que um trabalho desta natureza traga, exige continuidade e, fundamentalmente, mudanças de concepções, para que se consolide com uma prática efetiva. / This research work analyzes the implications, barriers and advances, a process of building a dialogic - participatory methodology implemented in a space where it was unknown.Held in a legal firm, had as its central focus the relationship between people located in its " niche" and work your way to learn a new culture. The main authors that supported the study were: Paulo Freire, Azeredo Terezinha Rios, Boaventura de Sousa Santos, Sergio Vasconcelos, Léa das Graças Camargo Anastasiou, Maria Isabel Cunha, Jorge Larossa Bondia, Marilena Chauí and Heloisa Lück .The methodology used was qualitative approach, descriptive, ethnographic, as accompanied with observations and records all stages of the living process; we used also, to hear the subject at the end of the process, interviews via email. The results demonstrated the potential of the dialogic - participatory methodology, especially in better integration of staff and exchange of information, describing the work and customer service. Skills such as autonomy and authorship, collectively built, were highlighted by the subjects. On the other hand, technical and political obstacles have also been identified, especially because the work has caused some changes in the company's culture, not always almejadas by all. It was concluded that for better results that a work of this nature bring, requires continuity and fundamentally changing conceptions, that is consolidated with an effective practice.

Nearly 80 years earlier, Henry Ford advised during the 1930 depression that: "A man who stops advertising to save money is like a man who stops a clock to save time". The purposes of this case study was to determine whether legal firms have taken cognisance of these wise words and have refrained from cutting back on expenses, and more particularly its promotional budget expenses during a down turning economy. It was discovered that, like nearly 80 years ago, costs today is still an important issue when considering and exploreing promotional opportunities. Small legal organisations have in general indicated that cost effectiveness is an important factor to take into consideration when deciding which type of promotion to explore. A further prerequisite was that the promotion should be target market orientated and effective. Interestingly enough, more than 60% of the sample organisations have failed to analyse their target market before commencing with any type of promotion. This immediately raised the question whether costs have not been wasted on wrong promotional efforts, rather than costs being an issue when considering promotion? It was concluded that small legal organisations have failed to properly analyse their target market and hence was unaware of their client?s needs. Various types of promotion were undertaken by the organisation, but in many instances were ineffective and costly. Should organisations have properly analysed their target markets they would have been in a better position to select an effective and less costly type of promotion. Limited recommendations were made in an attempt to assist small legal organisations to firstly analyse their target market which will result in more cost effective marketing and will enable them to address the needs of their target market directly. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Nearly 80 years earlier, Henry Ford advised during the 1930 depression that: "A man who stops advertising to save money is like a man who stops a clock to save time". The purposes of this case study was to determine whether legal firms have taken cognisance of these wise words and have refrained from cutting back on expenses, and more particularly its promotional budget expenses during a down turning economy. It was discovered that, like nearly 80 years ago, costs today is still an important issue when considering and exploreing promotional opportunities. Small legal organisations have in general indicated that cost effectiveness is an important factor to take into consideration when deciding which type of promotion to explore. A further prerequisite was that the promotion should be target market orientated and effective. Interestingly enough, more than 60% of the sample organisations have failed to analyse their target market before commencing with any type of promotion. This immediately raised the question whether costs have not been wasted on wrong promotional efforts, rather than costs being an issue when considering promotion? It was concluded that small legal organisations have failed to properly analyse their target market and hence was unaware of their client?s needs. Various types of promotion were undertaken by the organisation, but in many instances were ineffective and costly. Should organisations have properly analysed their target markets they would have been in a better position to select an effective and less costly type of promotion. Limited recommendations were made in an attempt to assist small legal organisations to firstly analyse their target market which will result in more cost effective marketing and will enable them to address the needs of their target market directly. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.