Conselho Nacional de Desenvolvimento Científico e Tecnológico / This research aims to identify and characterize the main evolution of Management Organizations according to the Gaucho Program of Quality and Productivity, Level II - Towards Excellence, developing an examination of the main learning practices used in recognized organizations which have the Quality Award RS. This issue has an extreme importance to the award granting, which assures a good performance and maintain the survival of the business. As regards the research method, this study can be characterized as descriptive, predominantly qualitatively. Its approach was based on a study case, whose unit of analysis was considered from the universe of winner companies of the Trophy Gold Award Quality of RS. As a basis of research, the theme organizational learning in literature and its applying on Criteria for Excellence in the National Quality Awards were discussed together with the Gaucho program of Quality and Productivity. The implementation of this study has been performed through the adoption of a conceptual model for verification of organizational learning developed by Guaragna (2004). In consequence, the Report of Management was analyzed and the coordinators of the Management System of two companies, recognized by submitting processes cross outlined in a structure, were interviewed. This approach allows the occurrence of practices of organizational learning that are on course in the follow organizations: Centro Tecnológico de Mecatrônica SENAI and Medianeira Transportes Ltda. Based on the study, it is supposed that the learning can be understood as a process with specific characteristics, in which leaders have a key function in its achievement, occurring by meetings of critical analysis, preparation or revision of the Strategic Planning and benchmarking with companies in the same segment. Finally, it is suggested that further researches should be developed in order to verify the effectiveness of the practice of organizational learning and the competitive gap created to the organizations by the Quality Award RS in its different modalities. / A presente pesquisa tem como objetivo principal identificar e caracterizar a evolução da Gestão de Organizações de acordo com o Programa Gaúcho da Qualidade e Produtividade, Nível II - Rumo a Excelência, por meio do exame das principais práticas de aprendizagem utilizadas nas organizações reconhecidas com Prêmio Qualidade RS, visto ser esse tema fundamental à concessão da referida premiação, à sobrevivência e ao desempenho empresarial. Quanto ao método de pesquisa, este estudo pode ser caracterizado como descritivo, predominantemente qualitativo, a sua abordagem baseou-se em um estudo de caso, cuja unidade de análise considerada foi extraída do universo de empresas ganhadoras do Troféu Ouro do Prêmio Qualidade RS. Como forma de pesquisa, buscou-se identificar o tema aprendizado organizacional na literatura e sua abordagem nos Critérios de Excelência do Prêmio Nacional da Qualidade, concomitantemente ao Programa Gaúcho da Qualidade e Produtividade. A execução deste estudo deu-se por meio da adoção de um modelo conceitual para verificação do aprendizado organizacional desenvolvido por Guaragna (2004) e, mediante análise do Relatório de Gestão e entrevista com os coordenadores do Sistema de Gestão de duas empresas reconhecidas por apresentarem processos delineados e uma estrutura interfuncional, que possibilita a ocorrência de práticas de aprendizagem organizacional que estejam em decurso nas organizações: Centro Tecnológico de Mecatrônica SENAI e Medianeira Transportes Ltda. Com base no estudo, sugere-se que o aprendizado possa ser entendido como um processo com características específicas, nos quais as lideranças têm papel fundamental na sua implementação, ocorrendo por meio de reuniões de análise crítica, elaboração ou revisão do Planejamento Estratégico e, benchmarking com empresas do mesmo segmento. Por fim, sugere-se que pesquisas futuras sejam realizadas com o intuito de verificar a eficácia das práticas de aprendizagem organizacional, bem como o diferencial competitivo gerado às organizações, pelo Prêmio Qualidade RS nas suas diferentes modalidades.

Made available in DSpace on 2016-04-25T18:39:53Z (GMT). No. of bitstreams: 1 Fabio Luiz Lourenco Favaron.pdf: 2666934 bytes, checksum: cbf4ba12d78382c5ffc580eca358bc71 (MD5) Previous issue date: 2012-12-14 / In today's context of extreme market competition, many companies aiming to achieve excellence in quality and customer satisfaction seek answers in implementing Quality Programs such as TQM (Total Quality Management), or in adhering to the Quality Awards of international recognition, with the goal of creating a culture of quality within the company. The present study aims to investigate whether, with this organizational management focused on quality, the financial performance of these companies are differentiated to the companies in which there is, or there is little, concern for an effective quality management that permeates the entire organization. In this scenario, the central question to be answered is: quality management brings higher financial results for companies which seek this culture of quality and organizational excellence?. For this analysis was specifically chosen the energy sector, because it is the sector that accumulates the highest number of winners in PNQ as well as it is a representative sector for the Bovespa and the Brazilian economy, on a total amount of 54 firms analysed. To measure company performance, it was used the approach suggested by Matarazzo (2010), which includes indicators of capital structure, liquidity and profitability, in order to arrive at a final grade of the overall performance of the firm in the period of 2007 to 2011. In response to the issue raised with the research problem, it is concluded that in fact the participation in PNQ, symbol of excellence in total quality management, implies higher average scores when compared to companies that do not adopt the prize. Moreover, as confirmed by statistical tests, we can also conclude that the mere participation in the quality awards, because it involves a development of a culture focused on quality, implies superior results, regardless of whether or not the company win the award. In fact, by testing, it founds no evidence to say that averages between winners and participants are different / No atual contexto de extrema competição mercadológica, inúmeras empresas visando alcançar objetivos de excelência em qualidade e de satisfação de seus clientes procuram respostas na implantação de Programas da Qualidade, como o TQM (Total Quality Management), ou na adesão aos Prêmios da Qualidade, de reconhecimento internacional, com o objetivo de criar uma cultura da qualidade dentro da empresa. O presente estudo pretende averiguar se, com essa gestão organizacional voltada à qualidade, o desempenho financeiro dessas empresas é diferenciado quando comparados a empresas em que não há, ou há pouca, preocupação com uma efetiva gestão da qualidade, que permeie toda a organização. Neste cenário, a questão central a ser respondida é: a gestão da qualidade traz resultados financeiros superiores para as empresas que buscam essa cultura da qualidade e uma maior excelência organizacional? Para esta análise foram escolhidas especificamente as empresas do setor de energia, por ser o setor que acumula o maior número de vencedores no PNQ (Prêmio Nacional da Qualidade), além de ser um setor representativo para a Bovespa e para a economia brasileira, num total de 54 empresas analisadas. Para se medir o desempenho da empresa, foi utilizada a abordagem sugerida por Matarazzo (2010), que contempla índices de estrutura de capital, liquidez e rentabilidade, de forma a se chegar numa nota final do desempenho global da firma para o período estudado de 2007 a 2011. Em resposta à questão levantada com o problema de pesquisa, conclui-se que a participação das empresas no PNQ, símbolo da excelência na gestão da qualidade total, implica em médias das notas maiores, quando comparados às empresas que não adotam o prêmio. Ademais, conforme confirmado pelos testes estatísticos, pode-se concluir também que a mera participação na premiação, por envolver um desenvolvimento de uma cultura voltada à qualidade, implica em resultados superiores, independente de a empresa vencer ou não a premiação. De fato, pelos testes realizados, não se constataram evidências para dizer que as médias entre vencedoras e participantes são diferentes

In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services. Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF). A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant. A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers. This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers. / Educational Studies / D. Ed. (Education Management)

In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services. Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF). A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant. A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers. This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers. / Educational Studies / D. Ed. (Education Management)