Made available in DSpace on 2016-04-28T20:19:28Z (GMT). No. of bitstreams: 1 2009 - Rodrigo Linhares Lauria.pdf: 1096290 bytes, checksum: cd2e531f6c6a91f9e7e441cc348ef596 (MD5) Previous issue date: 2009-07-06 / It is a descriptive qualitative research, accomplished in a Brazilian branch of a French multinational company, that it aims at to analyze how the semi-autonomous groups methodology works in a management point of view. As the increasing empowerment by the use of these semi-autonomous groups is a recognized practice of improving competitiveness in the companies, it was necessary to identify which aspects related to the implantation methodology, chosen by the multinational, presented positive aspects and deficiencies in the employees optics. The used methodology is a case study, where in the data collection was used a questionnaire and daily observations of the company. The chosen universe is the operational department of the multinational, due to its largest implication in the implementation of the semi-autonomous groups. The chosen sample refers to a specific section of the assembly department, because it was considered representative in the analysis universe. The associate theory, from which the questionnaire was elaborated, found the necessary abilities/knowledge to the implementation of semi-autonomous groups, as well as the three competence dimensions idealized for Le Boterf, generating thirty six questions, being two for each relationship abilities/knowledge - competence dimensions between abilities/knowledge and competence dimensions. The conclusion of the questionnaires results analyses basing on the lifted up theories, the implantation manual of the multinational and the section observations, identified five roads of progress so that it is possible to develop the necessary competences to the semi-autonomous groups of this multinational. Which are: leadership formation and sensitization, development of the evaluation system, complete implantation of the spokes, formation / training in the other necessary competences to GSA and implantation of monthly team meetings. / Trata-se de uma pesquisa qualitativa descritiva, realizada numa filial brasileira de uma empresa multinacional francesa, que objetiva analisar como a metodologia grupos semiaut?nomos est? em termos de gest?o. Como o aumento da responsabiliza??o pela utiliza??o destes grupos semi-aut?nomos ? uma pr?tica reconhecida de melhoria da competitividade das empresas, visualizou-se a necessidade de identificar quais aspectos ligados ? metodologia de implanta??o, escolhida pela multinacional, apresentavam aspectos positivos e defici?ncias na ?tica dos funcion?rios objeto de sua a??o. A metodologia utilizada ? um estudo de caso, onde na coleta de dados utilizou-se um question?rio e observa??es do cotidiano da empresa. O universo escolhido ? a parte operacional da multinacional, pois s?o os maiores implicados na implementa??o dos grupos semi-aut?nomos. A amostra escolhida ? referente a um setor espec?fico de produ??o do departamento de montagem, por este ser considerado representativo do universo em an?lise. O referencial te?rico, a partir do qual foi elaborado o question?rio, levantou as habilidades/conhecimentos necess?rias ? implementa??o de grupos semi-aut?nomos, assim como, as tr?s dimens?es da compet?ncia idealizadas por Le Boterf, gerando trinta e seis perguntas, sendo duas para cada rela??o entre habilidades/conhecimentos e dimens?es da compet?ncia. A conclus?o das an?lises dos resultados dos question?rios a luz das teorias levantadas, do manual de implanta??o da multinacional e das observa??es realizadas neste setor em quest?o, identificaram cinco vias de progresso para que seja poss?vel desenvolver as compet?ncias necess?rias aos grupos semi-aut?nomos desta multinacional. As quais s?o: forma??o e sensibiliza??o da chefia, evolu??o do sistema de avalia??o, implanta??o completa dos representantes, forma??o/ treinamento nas outras compet?ncias necess?rias ao GSA e formaliza??o de reuni?es mensais das equipes.