As organizações, assim como as pessoas, precisam desenvolver a capacidade de se modificarem, adaptando-se e criando alternativas para solução dos problemas com os quais se defrontam a cada dia. Nesse sentido, a Aprendizagem Organizacional (AO) por meio do compartilhamento e da construção coletiva de novos conhecimentos, é um dos fatores determinantes para produzir novas situações e novos desafios. E para Organizações Sem Fins Lucrativos (NPOs), a AO torna-se imperativo, pois como afirma Drucker (1999), este tipo de organização precisa aprender a medir e avaliar desempenho principalmente em torno de sua missão. Assim, se em qualquer organização o fator humano é fundamental, nas instituições sem fins lucrativos, este, se torna decisivo para avaliar desempenho. Porém, antes de tudo, as organizações precisam avaliar onde elas “estão”, para planejar o próximo caminho. Nesse contexto, os modelos de níveis de maturidade podem contribuir como uma ferramenta de avaliação do estágio de desenvolvimento de uma organização em relação a um determinado interesse organizacional. Dessa forma, o interesse organizacional desse trabalho foi inicialmente a proposição de cinco dimensões da AO das NPOs, e em especial, das entidades de classe, as Câmara de Dirigentes Lojistas (CDL´s), as quais foram: (1) Clima para Questionamentos, (2) Tomada de Decisões, (3) Programas de Capacitação, (4) Comprometimento e Desempenho, e (5) Memória Organizacional. Após, tais dimensões foram associadas com os níveis de maturidade preconizados pela proposta de um modelo de maturidade, a partir dos critérios estruturais utilizados no CMM (Capability Maturity Model) para aferir maturidade. Isso propiciou a criação de um instrumento de pesquisa, com 27 (vinte e sete) perguntas do tipo fechadas, que foi aplicado, por meio de uma survey, a um grupo de 41 (quarenta e uma) CDL´s em atuação no Rio Grande do Sul. Como resultado obteve-se um panorama do estado do RS, identificando como as CDL´s consideram os aspectos da AO, dentro das categorias de estudo definidas nessa pesquisa. Também foi identificado o grau de importância atribuído a cada dimensão e categoria. Assim, considerando a associação com os critérios dos níveis de maturidade propostos, o estudo mostrou que as CDL´s atingiram na média geral o grau de 1,96 (em um máximo de 5,00) nos aspectos mensurados da AO. Este grau, que está muito próximo do chamado nível Controlado (2,00 a 2,99), mas ainda pertencente ao nível considerado Imprevisível (até 1,99), demonstra que as CDL´s sinalizam estar em um processo de início de utilização de práticas repetidas, ou seja, iniciando a utilização de processos planejados, executados e controlados, de acordo com os critérios do CMM e às dimensões propostas. O estudo também revelou que as dimensões propostas da AO para aferição, atingiram um grau de importância elevado, de 4,43 (em um máximo de 5,00), o que demonstrou a relevância destas dimensões atribuídas pelas CDL´s. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-06-17T11:34:13Z No. of bitstreams: 1 Dissertacao Zilio Sartori Junior.pdf: 8500913 bytes, checksum: afbfa2909ac830606e29100d3aa8bf3d (MD5) / Made available in DSpace on 2014-06-17T11:34:13Z (GMT). No. of bitstreams: 1 Dissertacao Zilio Sartori Junior.pdf: 8500913 bytes, checksum: afbfa2909ac830606e29100d3aa8bf3d (MD5) / Organizations, like people, need to develop the capacity of modifying, adapting and creating alternatives to solve the problems that they face every day. In this sense, organizational learning (OL) through the sharing and collective construction of new knowledge, is one of the determining factors to produce new situations and new challenges. And for Nonprofit Organizations (NPOs), OL becomes imperative because as it claims Drucker (1999), this type of organization must learn to measure and evaluate performance particularly around its mission. Thus, in any organization the human factor is essential in nonprofits, it becomes decisive for evaluate performance. However first of all, organizations need to evaluate where they "are", to plan the next path. In this context, models of maturity levels could serve as a tool for assessing the stage of development of an organization in relation to a particular organizational interest. Thus, the organizational interest of this work was first to propose five dimensions of OL of NPOs, in particular, the associations, the Shop Manager Chamber (CDL's), which were: (1) Climate for Questions, (2) Decision Making, (3) Training Programs (4), Compromise and Performance, and (5) Organizational Memory. After such dimensions were associated with the maturity levels recommended by proposing a maturity model, based on structural criteria used in the CMM (Capability Maturity Model) to assess maturity. This caused the creation of a research instrument, with 27 (twenty-seven) closed type questions, which was applied by means of a survey, a group of 41 (forty-one) CDL's acting on the Rio Grande do Sul. As a result it was obtained an overview of the state of RS, identifying as CDL's consider aspects of OL within the categories defined in this research study. Also was identified the degree of importance given to each dimension and category. Thus, considering the association with the criteria proposed maturity levels, the study showed that the CDL's reach general average the level of 1.96 (at a maximum of 5.00) in the measured aspects of the OL. This degree, which is very close to the level called Controlled (2.00 to 2.99), but still belonging to the level considered Unpredictable (up to 1.99), shows that the CDL's signal to be in a process of start of use repeated practice, namely starting the use of procedures planned, executed and controlled in accordance with the criteria of the CMM and the proposed dimensions. The study also found that the proposed dimensions of the OL to measure, attained a high degree of importance, of 4.43 (for a maximum of 5.00), demonstrating the relevance of these dimensions given by CDL's.

As organizações, assim como as pessoas, precisam desenvolver a capacidade de se modificarem, adaptando-se e criando alternativas para solução dos problemas com os quais se defrontam a cada dia. Nesse sentido, a Aprendizagem Organizacional (AO) por meio do compartilhamento e da construção coletiva de novos conhecimentos, é um dos fatores determinantes para produzir novas situações e novos desafios. E para Organizações Sem Fins Lucrativos (NPOs), a AO torna-se imperativo, pois como afirma Drucker (1999), este tipo de organização precisa aprender a medir e avaliar desempenho principalmente em torno de sua missão. Assim, se em qualquer organização o fator humano é fundamental, nas instituições sem fins lucrativos, este, se torna decisivo para avaliar desempenho. Porém, antes de tudo, as organizações precisam avaliar onde elas “estão”, para planejar o próximo caminho. Nesse contexto, os modelos de níveis de maturidade podem contribuir como uma ferramenta de avaliação do estágio de desenvolvimento de uma organização em relação a um determinado interesse organizacional. Dessa forma, o interesse organizacional desse trabalho foi inicialmente a proposição de cinco dimensões da AO das NPOs, e em especial, das entidades de classe, as Câmara de Dirigentes Lojistas (CDL´s), as quais foram: (1) Clima para Questionamentos, (2) Tomada de Decisões, (3) Programas de Capacitação, (4) Comprometimento e Desempenho, e (5) Memória Organizacional. Após, tais dimensões foram associadas com os níveis de maturidade preconizados pela proposta de um modelo de maturidade, a partir dos critérios estruturais utilizados no CMM (Capability Maturity Model) para aferir maturidade. Isso propiciou a criação de um instrumento de pesquisa, com 27 (vinte e sete) perguntas do tipo fechadas, que foi aplicado, por meio de uma survey, a um grupo de 41 (quarenta e uma) CDL´s em atuação no Rio Grande do Sul. Como resultado obteve-se um panorama do estado do RS, identificando como as CDL´s consideram os aspectos da AO, dentro das categorias de estudo definidas nessa pesquisa. Também foi identificado o grau de importância atribuído a cada dimensão e categoria. Assim, considerando a associação com os critérios dos níveis de maturidade propostos, o estudo mostrou que as CDL´s atingiram na média geral o grau de 1,96 (em um máximo de 5,00) nos aspectos mensurados da AO. Este grau, que está muito próximo do chamado nível Controlado (2,00 a 2,99), mas ainda pertencente ao nível considerado Imprevisível (até 1,99), demonstra que as CDL´s sinalizam estar em um processo de início de utilização de práticas repetidas, ou seja, iniciando a utilização de processos planejados, executados e controlados, de acordo com os critérios do CMM e às dimensões propostas. O estudo também revelou que as dimensões propostas da AO para aferição, atingiram um grau de importância elevado, de 4,43 (em um máximo de 5,00), o que demonstrou a relevância destas dimensões atribuídas pelas CDL´s. / Organizations, like people, need to develop the capacity of modifying, adapting and creating alternatives to solve the problems that they face every day. In this sense, organizational learning (OL) through the sharing and collective construction of new knowledge, is one of the determining factors to produce new situations and new challenges. And for Nonprofit Organizations (NPOs), OL becomes imperative because as it claims Drucker (1999), this type of organization must learn to measure and evaluate performance particularly around its mission. Thus, in any organization the human factor is essential in nonprofits, it becomes decisive for evaluate performance. However first of all, organizations need to evaluate where they "are", to plan the next path. In this context, models of maturity levels could serve as a tool for assessing the stage of development of an organization in relation to a particular organizational interest. Thus, the organizational interest of this work was first to propose five dimensions of OL of NPOs, in particular, the associations, the Shop Manager Chamber (CDL's), which were: (1) Climate for Questions, (2) Decision Making, (3) Training Programs (4), Compromise and Performance, and (5) Organizational Memory. After such dimensions were associated with the maturity levels recommended by proposing a maturity model, based on structural criteria used in the CMM (Capability Maturity Model) to assess maturity. This caused the creation of a research instrument, with 27 (twenty-seven) closed type questions, which was applied by means of a survey, a group of 41 (forty-one) CDL's acting on the Rio Grande do Sul. As a result it was obtained an overview of the state of RS, identifying as CDL's consider aspects of OL within the categories defined in this research study. Also was identified the degree of importance given to each dimension and category. Thus, considering the association with the criteria proposed maturity levels, the study showed that the CDL's reach general average the level of 1.96 (at a maximum of 5.00) in the measured aspects of the OL. This degree, which is very close to the level called Controlled (2.00 to 2.99), but still belonging to the level considered Unpredictable (up to 1.99), shows that the CDL's signal to be in a process of start of use repeated practice, namely starting the use of procedures planned, executed and controlled in accordance with the criteria of the CMM and the proposed dimensions. The study also found that the proposed dimensions of the OL to measure, attained a high degree of importance, of 4.43 (for a maximum of 5.00), demonstrating the relevance of these dimensions given by CDL's.

The importance of knowledge transfer inside organizations is an undisputable fact, which got the attention of managers in recent decades. One of the most important reasons that make the knowledge transfer a compulsory task is the danger of its loss. Storytelling in any of its forms, including movie script writing, facilitates knowledge transfer by the use of its potency in representing different information’s component and interrelationships between them. But using movies and movie-scripts in organizations as a knowledge management tool is not as easy as it sounds. There are some issues that should be considered, otherwise the result will not be as good as expected or can even have negative effects on the audience. Based on a search that we have done, we noticed the lack of a comprehensive research which tackles these issues from both knowledge management and scriptwriting perspectives, and provides practical solutions for them. In this thesis we introduce a set of guidelines to inspire knowledge managers or screenwriters who are supposed to write a movie script for transferring knowledge inside organizations. These guidelines may facilitate this process by guiding them to foresee and prevent the issues and solve the problems which may occur. For achieving this goal, we first did a comprehensive literature review and developed a set of guidelines. Then we applied the resulted guidelines on a case. Finally, we evaluated them by utilizing method triangulation. We asked experts' opinions about the applicability and efficiency of the guidelines, tested the clarity and understandability of them, and tested the performance of a movie script which we wrote for the case. The result of the evaluations was pretty satisfying. The knowledge management and screenwriting experts gave us positive comments about efficiency of the guidelines. The managers, who we consulted, found this set of guidelines applicable in real situations. The clarity and understandability test returned an average of 75.58% positive results, which shows that the user of the set of guidelines can read and understand it easily. Finally the test of the movie-script, which we wrote for a real case according to the guidelines, resulted in an average of 85% correct answers. It shows that we were successful in transferring the knowledge, which was embedded in the movie-script, to the recipients. The experts’ opinion and test results indicate that these guidelines are clear, understandable, applicable, and may efficiently facilitate the process of screenwriting for transferring knowledge inside organizations. It can increase the benefits that organizations make from investing in film production by the purpose of transferring knowledge internally.

The importance of knowledge transfer inside organizations is an undisputable fact, which got the attention of managers in recent decades. One of the most important reasons that make the knowledge transfer a compulsory task is the danger of its loss. Storytelling in any of its forms, including movie script writing, facilitates knowledge transfer by the use of its potency in representing different information’s component and interrelationships between them. But using movies and movie-scripts in organizations as a knowledge management tool is not as easy as it sounds. There are some issues that should be considered, otherwise the result will not be as good as expected or can even have negative effects on the audience. Based on a search that we have done, we noticed the lack of a comprehensive research which tackles these issues from both knowledge management and scriptwriting perspectives, and provides practical solutions for them. In this thesis we introduce a set of guidelines to inspire knowledge managers or screenwriters who are supposed to write a movie script for transferring knowledge inside organizations. These guidelines may facilitate this process by guiding them to foresee and prevent the issues and solve the problems which may occur.For achieving this goal, we first did a comprehensive literature review and developed a set of guidelines. Then we applied the resulted guidelines on a case. Finally, we evaluated them by utilizing method triangulation. We asked experts' opinions about the applicability and efficiency of the guidelines, tested the clarity and understandability of them, and tested the performance of a movie script which we wrote for the case. The result of the evaluations was pretty satisfying. The knowledge management and screenwriting experts gave us positive comments about efficiency of the guidelines. The managers, who we consulted, found this set of guidelines applicable in real situations. The clarity and understandability test returned an average of 75.58% positive results, which shows that the user of the set of guidelines can read and understand it easily. Finally the test of the movie-script, which we wrote for a real case according to the guidelines, resulted in an average of 85% correct answers. It shows that we were successful in transferring the knowledge, which was embedded in the movie-script, to the recipients. The experts’ opinion and test results indicate that these guidelines are clear, understandable, applicable, and may efficiently facilitate the process of screenwriting for transferring knowledge inside organizations. It can increase the benefits that organizations make from investing in film production by the purpose of transferring knowledge internally.