The diploma thesis “The Analysis of the Performance of a Top Manager” is concerned with the analysis of the actual work of people in leader positions of the company structure. The analysis is based on a questionnaire survey and follow-up interviews with a selected group of managers, which made it possible to gain data on the actual work of these people. The analysis and comparison of theoretical approaches and practice lead to conclusions and recommendations related to the training and education of people in management positions.

This study investigates the personal experience of newly appointed chief executives in transitioning into the CEO role. Adopting an exploratory qualitative design, data was obtained from two semi-structured interviews with 19 newly appointed chief executives, for a total of 38 interviews. The main contribution of this thesis to the extant literature is to show the ways in which CEOs go through an identity construction process when transitioning into the role, which is characterized in two ways. First, there exists a bi-directionality of influence between the personal identity of the CEO and the organizational identity. Second, this process comprises strong identity demands (lack of specificity of the role and weak situation) and identity tensions (personal identity intrusion and identity transparency) that dispose new CEOs towards an unbalance that promotes individuality. This disequilibrium might hinder the integration of new chief executives into the organization, since the data suggests that new CEOs are responsible for fostering their own integration by connecting aspects of their personal identity with the identity and culture of the organization. The thesis offers a theoretical model of the CEO identity construction process and concludes with a series of propositions that address the ramifications of these findings to our understanding of CEO succession.

Submitted by José Renato de Moraes Salles (jrenato@jrsalles.com) on 2018-03-27T17:44:12Z No. of bitstreams: 1 FGV_MPA_Dissertação_JoséRenatoSalles_VersãoFinal_20180327.pdf: 734974 bytes, checksum: 303f1f7bdf3429b5d2af7e7e3f6e5033 (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-03-28T18:30:20Z (GMT) No. of bitstreams: 1 FGV_MPA_Dissertação_JoséRenatoSalles_VersãoFinal_20180327.pdf: 734974 bytes, checksum: 303f1f7bdf3429b5d2af7e7e3f6e5033 (MD5) / Approved for entry into archive by Suzane Guimarães (suzane.guimaraes@fgv.br) on 2018-04-02T14:42:32Z (GMT) No. of bitstreams: 1 FGV_MPA_Dissertação_JoséRenatoSalles_VersãoFinal_20180327.pdf: 734974 bytes, checksum: 303f1f7bdf3429b5d2af7e7e3f6e5033 (MD5) / Made available in DSpace on 2018-04-02T14:42:32Z (GMT). No. of bitstreams: 1 FGV_MPA_Dissertação_JoséRenatoSalles_VersãoFinal_20180327.pdf: 734974 bytes, checksum: 303f1f7bdf3429b5d2af7e7e3f6e5033 (MD5) Previous issue date: 2018-03-06 / Este trabalho aborda o tema da Gestão da Mudança de Cultura Organizacional. O objetivo da pesquisa foi identificar as percepções de executivos que lideraram processos de mudança de cultura em suas organizações no Brasil a respeito da importância do tema, da possibilidade de se gerenciar a mudança da cultura, dos desafios e obstáculos a uma gestão efetiva da cultura de suas organizações, bem como a respeito dos meios de se superar esses obstáculos. Como objetivo secundário, a pesquisa procurou identificar quais seriam as boas práticas de gestão da mudança de cultura, com base no que os entrevistados revelaram ter funcionado ou não em suas experiências, e propor um conjunto prático de recomendações para aumentar as chances de sucesso na gestão das questões culturais por líderes de organizações no Brasil. Como metodologia optou-se por uma abordagem qualitativa e de natureza exploratória e, para tanto, foram realizadas onze entrevistas semiestruturadas com os executivos da alta gestão responsáveis pelos processos de mudança de cultura em suas organizações, na condição de patrocinadores ou de líderes do projeto de transformação. O método de análise foi o da análise categorial temática para interpretação das entrevistas, e os principais resultados da pesquisa foram: 1º. cultura organizacional é um fenômeno gerenciável e fortemente associado ao desempenho e à sustentabilidade do negócio; 2º. o processo de gestão da mudança segue uma estrutura padrão de etapas, práticas e recursos conhecidos e disponíveis no mercado; 3º. os principais fatores críticos de sucesso do processo de mudança estão nas atitudes da alta gestão; 4º. a falta de autoconhecimento dos membros da alta gestão está na base das principais dificuldades para a mudança; e 5º. há importantes obstáculos à mudança que transcendem a dimensão da liderança. / This research focuses on the Management of Organizational Culture Change. The objective of the research was to gather perceptions from Brazilian executives who lead culture change processes in their organizations with regards to the importance of the subject; the ability to manage cultural change; the challenges of, and obstacles to, introducing effective cultural change in their organizations; and the methods employed for overcoming these obstacles. As a secondary objective, the research sought to identify best practices in cultural change management, based on what has been effective, or not, for the interviewees in their experience, and to put forward a practical set of recommendations for increasing the chances of success for those leading cultural change in Brazilian organizations. The methodology used was a qualitative approach of an exploratory nature, in which eleven semi-structured interviews were carried out with members of senior management responsible for culture change processes in their organizations, as either sponsors or leaders of transformation projects. A categorical analytical method was employed, and the main results of the research were: 1. Organizational culture is a phenomenon that can be managed and is strongly associated with the performance and sustainability of the business; 2. The change management process follows a standard structure of phases, practices and resources that are well-known and available in the market; 3. The critical success factors for change management are directly linked to the attitudes of senior management; 4. Senior management’s lack of self-awareness is recognized as one of the main challenges in achieving change; and 5. There are significant obstacles to change that go beyond the parameters of leadership.

The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.

This study investigates developing the psychosocial safety climate in manufacturing companies in Sweden, by offering insights into following questions: How can organizations work to promote a positive psychosocial safety climate? & How can change management possibly help to develop a psychosocial safety climate? The study employed a qualitative research strategy, specifically a case study, which included various interviews. The study investigated three different departments consisting of office-based personnel. The topics emphasized in this study are psychosocial hazards, psychosocial safety climate, and the factors that help in developing the psychosocial safety climate. Moreover, the topic of leadership in relation to developing psychosocial safety climate, and change management as a tool that may help in developing psychosocial safety climate were also highlighted. The study concluded that: leadership & management is the key factor in promoting a positive psychosocial safety climate, since it impacts other factors investigated in the study, supportive policies, effective communication, work design, training & awareness, and support, resources & employee participation. Moreover, while viewing the development of psychosocial safety climate as a change, three phases with unique activities in each are essential to achieve the goal of a positive psychosocial safety climate. The phases investigated are planning, implementing and reinforcing.