Approved for public release; distribution is unlimited / This thesis is a descriptive organizational analysis of MCRDSD. The study describes MCRDSD in terms of its direction, tasks, people, structure, processes, culture, outputs and outcomes using systems analysis and Mintzberg's configuration theory. Based on document reviews, model comparisons, and semi-structured interviews, e-mail and phone conversations with approximately 30 Depot personnel, MCRDSD fulfills its basic mission but is not aligned for optimum performance. The following conclusions pertain: the current organizational structure of MCRDSD may not be optimized towards overall performance; cognizance over the POI resides at too high a level, is too rigid and implementing change too difficult; and Depot priority of making Marines is too often subordinated to the public relations effort. Recommendations are offered to assist Depot leadership in making systematic change to improve the efficiency and effectiveness of the depot. With changes in organizational structure, reprioritization of tasks, and adoption of oversight over the POI, MCRDSD can enhance it's command climate, efficiency of the recruit training process, and the quality of basic trained Marine produced. / Major, United States Marine Corps

Thesis advisor: Marilyn Cochran-Smith / This dissertation presents an institutional and historical analysis of the emergence of new graduate schools of education, or nGSEs. A controversial reform in the field of teacher preparation, nGSEs offer teacher preparation, state certification, and master’s degrees in a variety of new non-university contexts. With bipartisan support and philanthropic backing, the nGSE phenomenon has gained traction quickly. Today, 11 nGSEs, some with several branches, are operating in 16 different states. The dissertation examines the emergence of nGSEs using concepts from sociological neoinstitutionalism through primary document analysis and institutional analysis to answer the following questions: (1) What is the nature of nGSEs as organizations, including their historical features, funding models, and organizational environments? What changes have occurred in these features since the inception of nGSEs? (2) What institutional logic animates nGSEs as organizations? (3) What happens to teacher preparation in market-organized environments? Analysis revealed that nGSEs have diverse organizational origins and that they have largely reconfigured time and place for teacher preparation. As organizations that have moved the bulk of teacher preparation to K-12 schools and/or the internet while evolving rapidly in different environments, nGSEs naturally have different cultural-cognitive schemata. However, market logic is evident in some form, though to varying degrees, at each new organization. nGSEs tend to be private sector solutions to problems in the public education system, and they enjoy the support of education philanthropists who fund alternatives to the public education bureaucracy. I show how nGSEs are fundamentally responses to specialized, and oftentimes regionalized, circumstances that create demand for new kinds of teacher preparation programs. nGSEs are tailored for particular contexts and conditions—some nGSEs serve certain geographical communities while others serve certain kinds of school communities or pedagogical movements. I argue that this has led to the creation of highly specialized niches in the 21st century market for teacher preparation. Though they all constitute one reform, namely the relocation of teacher preparation from universities to new and different kinds of organizations, nGSEs are remarkably different from one another and from the wider field of teacher preparation. / Thesis (PhD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Teacher Education, Special Education, Curriculum and Instruction.

O Juqueri, oficialmente denominado Departamento Psiquiátrico II, conjunto pertencente à Secretaria de Estado da SaÚde, foi inaugurado em 1898 e situa-se nos municípios de Franco da Rocha e Caieiras, no Estado de São Paulo, dentro da área metropolitana da Grande São Paulo. O Juqueri tem uma area de 2.983,425 ha, área construída de 11.288,62m e possuía, em outubro de 1981, populção de cerca de 4.200 internos e 3.400 servidores. Os pacientes estavam localizados em 3 tipos de estabelecimentos: 21,8 por cento no Hospital Central, destinado a agudos; 62,8 por cento nas Colônias de Reabilitação, destinadas aos crônicos ou sem possibilidades de retorno social e 15,4 por cento no Manicômio Judiciário, destinado aos alienados criminosos ou em observação à disposição da Justiça. Uma série de serviços de infraestrutura necessários às duas populações, além das funções clássicas de hospital psiquiátrico, faz com que o conjunto tenha características de cidade com área rural contígua. O trabalho tem sua finalidade e metodologia descritas nos capÍtulos I e II, aborda a evolução histórica da instituição, sua organização atual e a inclusão na paisagem metropolitana (Capítulo III), estuda a população de internados (CapÍtulo IV) e a população de servidores (CapÍtulo V) e faz considerações finais (Capítulo VI). As conclusões, no CapÍtulo VII, baseadas nas análises e pesquisas realizadas são: (a) o Juqueri tem estado ausente da reformulação das polÍticas públicas de saÚde mental, de planejamento de saúde e de planejamento geral da área metropolitana; (b) a instituição tem grande pobreza organizacional e de recursos humanos quando comparada com outras similares; (c) suas características de cidade demandam modelos e condições excepcionais dentro da Administração Pública; (d) a instituição tem estado permanentemente sob crítica em dois campos em crise: o encarceramento e a hospitalização psiquiátrica, sem que lhe sejam dadas condiçÕes para um melhor desempenho. / The \"Juqueri\", officially called Psychiatric Department II, a complex belonging to the Health State Department, was installed in 1898. It is located in the Franco da Rocha and Caieiras municipalities, in the state of são Paulo, within the Metropolitan area of the Great São Paulo. The \"Juqueri\" covers an area of 2,983.425 ha, having 118,288.62m of constructed area and, in October 1981, it held populations of about 4200 inpatients and 3400 workers. The patients were assigned to three kinds of settlements: 21.8 per cent in the Central Hospital, addressed to acute cases; 62.8 per cent in Rehabilitation Colonies, addressed to chronic patients or those with no possibility of a social regress, and 15.4 per cent in the Judicial Lunatic Asylum addressed to the alienated criminals or those under observation on the hands of Law. A number of infrastructure services, needed by both populations, beside the traditional functions of a psychiatric hospital, gives the complex characteristics of a city with its rural area next. The paper has its goal and methodology described on Chapters I and II; broaches the institution historical evolution, its current organization and inclusion within the metropolitan picture (Chapter III); studies the inpatient population (Chapter IV) and the workers population (Chapter V) and makes final recommendations on Chapter VI. The conclusions, based on the analysis and researches worked out, are presented on Chapter VII; they are as follows: (a) the \"Juqueri\" has been absent from the public policy re-orientation of mental health, health planning and general planning regarding the Metropolitan Area; (b) the institution, when compared with similar ones, presents a great poorness concerning its organizational and human resources; (c) its city-like characteristics demand models of outstanding conditions within the Public Administration; (d) the institution has been constantly under the criticism of two fields in crisis - the psychiatric confinement and hospitalization - without being provided of any conditions to achieve a better performance.

O Juqueri, oficialmente denominado Departamento Psiquiátrico II, conjunto pertencente à Secretaria de Estado da SaÚde, foi inaugurado em 1898 e situa-se nos municípios de Franco da Rocha e Caieiras, no Estado de São Paulo, dentro da área metropolitana da Grande São Paulo. O Juqueri tem uma area de 2.983,425 ha, área construída de 11.288,62m e possuía, em outubro de 1981, populção de cerca de 4.200 internos e 3.400 servidores. Os pacientes estavam localizados em 3 tipos de estabelecimentos: 21,8 por cento no Hospital Central, destinado a agudos; 62,8 por cento nas Colônias de Reabilitação, destinadas aos crônicos ou sem possibilidades de retorno social e 15,4 por cento no Manicômio Judiciário, destinado aos alienados criminosos ou em observação à disposição da Justiça. Uma série de serviços de infraestrutura necessários às duas populações, além das funções clássicas de hospital psiquiátrico, faz com que o conjunto tenha características de cidade com área rural contígua. O trabalho tem sua finalidade e metodologia descritas nos capÍtulos I e II, aborda a evolução histórica da instituição, sua organização atual e a inclusão na paisagem metropolitana (Capítulo III), estuda a população de internados (CapÍtulo IV) e a população de servidores (CapÍtulo V) e faz considerações finais (Capítulo VI). As conclusões, no CapÍtulo VII, baseadas nas análises e pesquisas realizadas são: (a) o Juqueri tem estado ausente da reformulação das polÍticas públicas de saÚde mental, de planejamento de saúde e de planejamento geral da área metropolitana; (b) a instituição tem grande pobreza organizacional e de recursos humanos quando comparada com outras similares; (c) suas características de cidade demandam modelos e condições excepcionais dentro da Administração Pública; (d) a instituição tem estado permanentemente sob crítica em dois campos em crise: o encarceramento e a hospitalização psiquiátrica, sem que lhe sejam dadas condiçÕes para um melhor desempenho. / The \"Juqueri\", officially called Psychiatric Department II, a complex belonging to the Health State Department, was installed in 1898. It is located in the Franco da Rocha and Caieiras municipalities, in the state of são Paulo, within the Metropolitan area of the Great São Paulo. The \"Juqueri\" covers an area of 2,983.425 ha, having 118,288.62m of constructed area and, in October 1981, it held populations of about 4200 inpatients and 3400 workers. The patients were assigned to three kinds of settlements: 21.8 per cent in the Central Hospital, addressed to acute cases; 62.8 per cent in Rehabilitation Colonies, addressed to chronic patients or those with no possibility of a social regress, and 15.4 per cent in the Judicial Lunatic Asylum addressed to the alienated criminals or those under observation on the hands of Law. A number of infrastructure services, needed by both populations, beside the traditional functions of a psychiatric hospital, gives the complex characteristics of a city with its rural area next. The paper has its goal and methodology described on Chapters I and II; broaches the institution historical evolution, its current organization and inclusion within the metropolitan picture (Chapter III); studies the inpatient population (Chapter IV) and the workers population (Chapter V) and makes final recommendations on Chapter VI. The conclusions, based on the analysis and researches worked out, are presented on Chapter VII; they are as follows: (a) the \"Juqueri\" has been absent from the public policy re-orientation of mental health, health planning and general planning regarding the Metropolitan Area; (b) the institution, when compared with similar ones, presents a great poorness concerning its organizational and human resources; (c) its city-like characteristics demand models of outstanding conditions within the Public Administration; (d) the institution has been constantly under the criticism of two fields in crisis - the psychiatric confinement and hospitalization - without being provided of any conditions to achieve a better performance.

As organizaÃÃes universitÃrias estÃo inseridas dentro de um ambiente e interagem com este ambiente recebendo influÃncias e influenciando-o As pessoas que atuam nessas organizaÃÃes sÃo agentes que contribuem para esse intercÃmbio constante Os valores as crenÃas bÃsicas os objetivos comuns desses membros por sua vez conduzem à formaÃÃo da cultura da organizaÃÃo que à a raiz das decisÃes estratÃgicas Neste contexto procurou-se compreender a relaÃÃo entre a cultura organizacional e a gestÃo estratÃgica de uma unidade acadÃmica em InstituiÃÃo PÃblica de Ensino Superior um estudo de caso no Centro de Tecnologia da Universidade Federal do Cearà Trata-se de uma pesquisa qualitativa descritiva e teÃrico-empÃrica da realidade social buscando por coerÃncia entre epistemologia teoria e metodologia Para melhor compreensÃo do fenÃmeno possuem em seu referencial teÃrico tÃpicos que discutem Cultura Organizacional Elementos da Cultura Tipos de Cultura Organizacional InfluÃncia da Cultura Organizacional sob a Cultura Nacional Cultura versus Clima Organizacional MudanÃas Cultura e DependÃncias de Poder nas OrganizaÃÃes UniversitÃrias GestÃo EstratÃgica na Universidade e sua CorrelaÃÃo com a Cultura Organizacional O estudo norteia-se a partir dos modelos conceituais de Schein (1989) Quinn e Kimberly (1984) e Cameron e Quinn (1996) atravÃs da triangulaÃÃo de mÃtodos na coleta dos dados (pesquisa documental observaÃÃo participante entrevista semi-estruturada e aplicaÃÃo de 44 questionÃrios aos discentes) Na anÃlise quantitativa e qualitativa dos dados utilizou-se das tÃcnicas da estatÃstica descritiva e anÃlise categorial de conteÃdo Como principais resultados evidenciam-se a partir da perspectiva discente a cultura grupal como predominante na unidade analisada em 2 lugar (engenharias) a cultura burocrÃtica (arquitetura) a cultura de objetivos em 3 lugar (engenharias) a cultura de objetivos (arquitetura) a cultura burocrÃtica e em 4 lugar a cultura de inovaÃÃo Os indicadores apontados podem servir de base para a definiÃÃo de quais comportamentos devem ser reforÃados ou modificados para a consolidaÃÃo estratÃgica da cultura desejÃvel que dà sustentaÃÃo ao cumprimento da missÃo organizacional / The university organizations are embedded within an environment and interact with this environment receiving influences and influencing him People who work in these organizations are agents that contribute to the exchange constant Values core beliefs common goals of these members in turn lead to the formation of the culture of the organization wich is the root of strategic decisions, In this context we sought to understand the relationship between the organizational culture and strategic management of an academic unit at an Institution Public of Higher Education a case study in Technology Center of Federal University of Cearà This is a qualitative research descriptive and theoretical and empirical social reality looking for consistency between epistemology theory and methodology To understand better this phenomenon it must be said that it has theoretical topics discussed Organizational Culture Elements of the Culture Types of Organizational Culture Influence of Organizational Culture in the National Culture Culture versus Organizational Climate Change Culture and Power Dependencies in Organizations University Strategic Management in the University and its correlation with the Organizational Culture The study is guided from the conceptual models of Schein (1989) Quinn and Kimberly (1984) and Cameron and Quinn (1996) using four methods of data collection (desk research participant observation semi-structured interview and implementation of questionnaires to 44 students) In quantitative and qualitative analysis of the data we used the techniques of descriptive statistics and categorical content analysis The most important results are evident from the student perspective the group culture as the predominant unit in 2nd place (engineerings) the bureaucratic culture (architecture) the goals culture in 3rd place (engineerings) the culture goals (architecture) the bureaucratic culture in 4th place the culture of innovation The indicators proposed can serve as a basis for defining which behaviors should be reinforced or modified for the consolidation of strategic culture desirable to give support to fulfill the organizational mission

The purpose of this Dissertation in Practice was to analyze the organizational factors affecting technology integration within the context of literacy instruction at a single school site that was preparing to implement a 1:1 mobile device initiative in all K-5 classrooms the following academic year. This was achieved through conducting an organizational analysis using a multi-frame model developed by Bolman and Deal (2008). This study used a convergent parallel mixed methods research design consisting of teacher and administrator interviews, a quantitative and qualitative survey, and classroom observational data. One main evaluation question was designed to frame this organizational analysis: What organizational factors support and impede technology integration within the context of literacy instruction? To answer the main evaluation question, the evaluator collected data to answer six evaluation sub-questions. The evaluation sub-questions were developed to ensure that data was being collected among Bolman and Deal's (2008) four frames. In the context of integrating technology into literacy instruction, the data collected in this study suggest that the organizational strategies and issues within the human resource frame are impacting, and are impacted by, the organization's political, structural, and symbolic practices. The teachers' lack of opportunities to develop the requisite knowledge, experience, and skills needed to integrate technology into literacy instruction seem to have impacted the teachers' level of technology integration as well as their levels of concern. Data from this organizational analysis indicated that the lack of time was a major obstacle in learning how to integrate mobile devices into literacy instruction. The school's current team-based organizational model, while supporting other aspects of their education practices, may create structural and political barriers to effectively implement the 1:1 mobile device initiative. Observations and interviews suggested that the school values technology to support basic literacy skills, but not the transformative role of technology on literacy in today's society. Using all four frames of the Bolman and Deal's (2008) model allows an organization to look beyond one frame, such as developing human resources through professional development, when working towards implementing a school-wide initiative effectively. Although tailored professional development is necessary for teachers to learn how to integrate technology into literacy instruction, the professional development will not be effective without greater stability in the instructional staff, and focused political and structural solutions that will support the instructional staff's professional learning and implementation.

Cette thèse a pour ambition de voir l'implication des acteurs locaux dans les projets touristiques qui se déroulent sur leur territoire. En utilisant le cadre théorique de la sociologie des organisations, notamment celui de Friedberg (1997) et l'outil de diagnostic territorial (Moine, 2007), une analyse de l'activité touristique sur le fleuve Tsiribihina a été menée. A partir de l'identification de problèmes communs que chaque acteur doit résoudre, nos résultats ont permis de voir que les solutions adoptées par ces derniers ont fait émerger des ordres locaux qui cristallisent les relations d'échanges. A travers ces résultats, nous pouvons comprendre comment s'organise l'activité touristique sur notre terrain d'étude, les rôles des acteurs locaux dans le système, ainsi que les retombées socio-économique de cette activité sur le territoire étudié. / This thesis aims to see local population involvement in tourism projects that take place on their territory. By using the theoretical frame of the sociology of organizations, in particular that of Friedberg (1997) and the diagnostic tool territorial (Moine, 2007), an analysis of tourism activity on the river Tsiribihina was led. From the identification of common problems that every player must solve, our results highlight that the solutions adopted lead to locals orders formation. Through these results, we can understand: how tourism activities are organized on the river Tsiribihina, the role of local actors in the system, and the socio- economic impacts of this activity particularly in local level.

「隱喻」可以說是組織分析或組織研究的一種工具，當我們說「組織就像是一部設計精密的機器」，那麼我們就會認為組織應該像機器那樣透過部門分工和嚴格管理來實現效率的目標；如果我們認為「組織就像是具有生命力的有機體」，那麼我們就會將注目的焦點放在組織與其環境間的互動關係；從組織理論的剖析當中，我們不難發現這些隱喻所移留的痕跡。 　　本文的研究目的為：1.探討隱喻的意義，理論內涵，隱喻對我們建構概念的作用。2.探討隱喻在組織研究中的正當性，隱喻對組織分析的作用，及如何將隱喻應用到組織研究，使其成為某種可行的研究途徑。3.剖析組織理論的隱喻內涵，隱喻對這些理論所產生的影響，並試做檢討評述。 　　總的來說，雖然還沒人直接稱「組織隱喻」，很少有人認真的探討隱喻和組織研究、組織理論的關係。而本文大膽的從隱喻的釋義、組織研究的方法論和組織理論的剖析三個角度來探討，庶幾為往後的組織隱喻研究提供一種初步的認識基礎。全文共分五章，計十萬餘字。主要的研究結論為： 　　壹、隱喻的意涵。在外觀上隱喻是一種類比，在效用上可補充直敘語言的不足；隱喻更是一種意義的轉化及認知的工具；無論是在形式或內涵上，均可涵蓋其他比喻語言。我們不該將隱喻貶抑成一種修辭的技巧或工具，也不應以此界定直敘語言和隱喻語言的從屬關係；因為兩者均為語言表述的核心。從語言建構實體的觀點以及語言發展的過程來看，「凡語言皆為隱喻」，而隱喻不僅是言說的必要工具，同時也是我們建構日常生活概念體系的基礎。 　　貳、隱喻和組織研究的關係。科學研究的過程也需要透過隱喻來想像和創造，隱喻的使用在組織研究中享有其正當性的地位。組織研究的根本即為一種「隱喻式的思維」：以熟悉已知的概念來幫助瞭解陌生未知的概念。質言之，組織理論豐富多元的觀點，實為研究者運用不同隱喻、透過不同隱喻來思維的具體結果。理論建構的過程需要反思關照其所本的假定（亦即典範），隱喻在其間即擔負起啟發思維的關鍵角色。故周全的組織研究過程，應當在「典範－隱喻－解謎」的邏輯下進行，而不是侷限於驗證程序或解謎方法。隱喻觀點的組織研究正可以幫助我們解讀組織現象的多重意義。 　　參、以隱喻為基底的組織理論風貌。本文分就機器隱喻、有機體隱喻和大腦隱喻，剖析這些隱喻對理論所產生的影響，並說明其所造成的限制。

Orientador: Guilhermo Raul Ruben / Tese (doutorado) - Universidade Estadual de Campinas, Instituto de Filosofia e Ciencias Humanas / Made available in DSpace on 2018-08-15T05:43:06Z (GMT). No. of bitstreams: 1 DAscenzi_Luciano_D.pdf: 2854291 bytes, checksum: c01781bf7d1508ee1fef41d6156b5e71 (MD5) Previous issue date: 2010 / Resumo: Trabalho parte da problematização dos conceitos "cultura organizacional" e "inovação", tanto na produção teórica, quanto nas práticas observadas, para, a partir de pesquisa empírica, propor e testar mais um desenvolvimento do método etnográfico, agora, adequado a contextos organizacionais contemporâneos. Assim, a etnografia customizada dirige o esforço de ajuste das dimensões tempo e espaço às características e especificidades do "lugar", conforme conceituação de Geertz (1998). Essa metodologia tem caráter interdisciplinar já que parte da Antropologia Organizacional, e visa contribuir para o desenvolvimento do neo-institucionalismo sociológico e do Desenvolvimento Organizacional em Teoria Geral da Administração. Enquanto prática, o método pode ser utilizado como ferramenta gerencial, nos setores público e privado, a partir de diferentes campos de conhecimento, consubstanciando-se em perspectiva transdisciplinar / Abstract: This work starts from a problematization of the concepts "organizational culture" and "innovation", both, in theoretical production and empirical observation, in order to produce and test a new development of the ethnographic method, now, adjusted for application in contemporary organizational contexts. Thus, the customized ethnography, drives the effort in order to adjust the dimensions time and space, to the characteristics and specifications of the "place", as conceptualized by Geertz (1998). This methodology has interdisciplinary character since it refers to Organizational Anthropology, and aims to contribute for the development of the sociological neo-institutionalism and the Organizacional Development in General Theory of Administration. While practical, the method can be used as managerial tool, in the sectors public / Doutorado / Ciencias Sociais Aplicadas / Doutor em Ciências Sociais

NORBERTO, Aurilena Pereira. Cultura organizacional e gestão estratégica: o caso do Centro de Tecnologia da Universidade Federal do Ceará. 2010. 127 f. Dissertação (Mestrado em Políticas Públicas e Gestão da Educação Superior) – Universidade Federal do Ceará, Programa de Pós-Graduação em Políticas Públicas e Gestão da Educação Superior, Fortaleza-CE, 2010. / Submitted by moises gomes (celtinha_malvado@hotmail.com) on 2012-06-19T14:37:37Z No. of bitstreams: 1 2010_dis_APNorberto.pdf: 7236886 bytes, checksum: fb80188cabc970b61c4e6ff05a0f1105 (MD5) / Approved for entry into archive by Maria Josineide Góis(josineide@ufc.br) on 2012-06-21T13:21:27Z (GMT) No. of bitstreams: 1 2010_dis_APNorberto.pdf: 7236886 bytes, checksum: fb80188cabc970b61c4e6ff05a0f1105 (MD5) / Made available in DSpace on 2012-06-21T13:21:27Z (GMT). No. of bitstreams: 1 2010_dis_APNorberto.pdf: 7236886 bytes, checksum: fb80188cabc970b61c4e6ff05a0f1105 (MD5) Previous issue date: 2010 / The university organizations are embedded within an environment and interact with this environment receiving influences and influencing him People who work in these organizations are agents that contribute to the exchange constant Values core beliefs common goals of these members in turn lead to the formation of the culture of the organization wich is the root of strategic decisions, In this context we sought to understand the relationship between the organizational culture and strategic management of an academic unit at an Institution Public of Higher Education a case study in Technology Center of Federal University of Ceará This is a qualitative research descriptive and theoretical and empirical social reality looking for consistency between epistemology theory and methodology To understand better this phenomenon it must be said that it has theoretical topics discussed Organizational Culture Elements of the Culture Types of Organizational Culture Influence of Organizational Culture in the National Culture Culture versus Organizational Climate Change Culture and Power Dependencies in Organizations University Strategic Management in the University and its correlation with the Organizational Culture The study is guided from the conceptual models of Schein (1989) Quinn and Kimberly (1984) and Cameron and Quinn (1996) using four methods of data collection (desk research participant observation semi-structured interview and implementation of questionnaires to 44 students) In quantitative and qualitative analysis of the data we used the techniques of descriptive statistics and categorical content analysis The most important results are evident from the student perspective the group culture as the predominant unit in 2nd place (engineerings) the bureaucratic culture (architecture) the goals culture in 3rd place (engineerings) the culture goals (architecture) the bureaucratic culture in 4th place the culture of innovation The indicators proposed can serve as a basis for defining which behaviors should be reinforced or modified for the consolidation of strategic culture desirable to give support to fulfill the organizational mission / As organizações universitárias estão inseridas dentro de um ambiente e interagem com este ambiente recebendo influências e influenciando-o As pessoas que atuam nessas organizações são agentes que contribuem para esse intercâmbio constante Os valores as crenças básicas os objetivos comuns desses membros por sua vez conduzem à formação da cultura da organização que é a raiz das decisões estratégicas Neste contexto procurou-se compreender a relação entre a cultura organizacional e a gestão estratégica de uma unidade acadêmica em Instituição Pública de Ensino Superior um estudo de caso no Centro de Tecnologia da Universidade Federal do Ceará Trata-se de uma pesquisa qualitativa descritiva e teórico-empírica da realidade social buscando por coerência entre epistemologia teoria e metodologia Para melhor compreensão do fenômeno possuem em seu referencial teórico tópicos que discutem Cultura Organizacional Elementos da Cultura Tipos de Cultura Organizacional Influência da Cultura Organizacional sob a Cultura Nacional Cultura versus Clima Organizacional Mudanças Cultura e Dependências de Poder nas Organizações Universitárias Gestão Estratégica na Universidade e sua Correlação com a Cultura Organizacional O estudo norteia-se a partir dos modelos conceituais de Schein (1989) Quinn e Kimberly (1984) e Cameron e Quinn (1996) através da triangulação de métodos na coleta dos dados (pesquisa documental observação participante entrevista semi-estruturada e aplicação de 44 questionários aos discentes) Na análise quantitativa e qualitativa dos dados utilizou-se das técnicas da estatística descritiva e análise categorial de conteúdo Como principais resultados evidenciam-se a partir da perspectiva discente a cultura grupal como predominante na unidade analisada em 2º lugar (engenharias) a cultura burocrática (arquitetura) a cultura de objetivos em 3º lugar (engenharias) a cultura de objetivos (arquitetura) a cultura burocrática e em 4º lugar a cultura de inovação Os indicadores apontados podem servir de base para a definição de quais comportamentos devem ser reforçados ou modificados para a consolidação estratégica da cultura desejável que dê sustentação ao cumprimento da missão organizacional