Submitted by Juliana De Souza Martins (julismartins@uol.com.br) on 2018-06-06T03:26:13Z No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-06-08T22:05:00Z (GMT) No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Approved for entry into archive by Raphael Xavier (raphael.xavier@fgv.br) on 2018-06-11T12:11:56Z (GMT) No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Made available in DSpace on 2018-06-11T12:11:56Z (GMT). No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) Previous issue date: 2018-05-14 / Os gerentes da média gestão, a quem nesse estudo chamaremos de middle managers, são responsáveis por fazer a ligação entre o nível executivo e o nível operacional nas empresas. Eles agem como sintetizadores da informação da alta liderança e como facilitadores para os níveis abaixo e níveis laterais (áreas de suporte, por exemplo) encorajando e engajando as equipes a novas ideias e outros fatores experimentais na busca por resultados. O presente trabalho estabelece-se em torno desse importante agente, restringindo sua pesquisa a middle managers que atuam na área comercial de uma instituição bancária de grande porte que atua junto às grandes empresas brasileiras. O estudo compreende uma análise da literatura existente sobre o tema competências e deseja compreender quais são as competências gerenciais que a organização estabelece para o público de middle managers; seja formalmente, via avaliação de competências, seja informalmente, via cobrança dos gestores que lideram este grupo de média gestão. Adicionalmente, o projeto deseja compreender quais são as competências gerenciais que a organização estabelece para esse público: seja formalmente, via avaliação de competências, seja informalmente via cobrança dos gestores que acompanham esses gerentes no dia a dia. O levantamento das competências do middle manager 'cobradas' pelos gestores foi realizado a partir de entrevistas com os líderes da área em questão, o que resultou numa relação de 12 competências principais. Em paralelo, foi realizado um levantamento com os próprios middle managers a fim de determinar quais as competências que eles entendem que possuem. Esse levantamento culminou numa lista de 13 competências. Os quatro levantamentos foram comparados e consolidados, todas as intersecções foram excluídas e encontrou-se uma relação de 11 competências importantes para a atuação do público em questão. / Middle management managers, whom we will call middle managers in this study, are responsible for connecting the executive level to the operational level in companies. They act as high-level information synthesizers and as facilitators for the levels below and lateral levels (supporting areas, for example) by encouraging and engaging teams with new ideas and other experimental factors in the search for results. The present work establishes itself around this important agent, restricting its research to middle managers who work in the commercial area of a large banking institution that works with large Brazilian companies. The study comprises an analysis of the existing literature on the subject competencies that results in 34 competencies. In addition, the project wants to understand the managerial competencies that the organization establishes for this public: either formally, through evaluation of competencies, or informally through the collection of the managers who accompany these managers on a daily basis. The survey of managerial skills 'collected' by the managers was carried out through interviews with the leaders of the area in question, which resulted in a list of 12 main competencies. In parallel, a survey was carried out with the middle managers themselves in order to determine what competences they understand they have. This survey culminated in a list of 13 competencies. The four surveys were compared and consolidated, all intersections were excluded and a list of 11 important competencies was found for the performance of the public in question.

Bibliography: leaves 116-138 / Bibliography: leaves 116-138 / The purpose of this research study was to examine the impact of institutional constraints, management competencies, strategic and structural constraints on the performance of black-owned small, medium and micro-sized enterprises (SMMEs) in City of Tshwane Metropolitan Municipality (CTMM). A quantitative survey was conducted using the probability sampling (N=353) of the black-owned SMMEs in CTMM. The Pearson’s correlational analysis was used to determine the relationship between institutional constraints, management competencies (as composite sets of human resources, financial resources and information resources), strategic and structural constraints, and the performance of the business (as composite sets of financial growth and organizational growth). The results indicated a negative relationship between the dependent variables and independent variables. The item analysis, dimensionality analysis, confirmatory factor analysis and structural equation modelling were performed to determine the factor structure of all the independent and dependent variables, the results yielded a good fit of all the measurement models. These findings may provide new practical knowledge for the financial and non-financial institutions to consider the position of black-owned SMMEs when they design policies, which add to the theoretical knowledge in the SMMEs sector. / Business Management / M. Comm. (Business Management (Finance))

The growth and expansion of the Haven Night Shelter Welfare Organisation has been accompanied by a pattern of emotional and negative dismissals and resignations of senior managerial personnel. The research project explores how the management capacity of the managers could be enhanced through training, development and maintenance functions of human resource management. The literature study focused on reviewing outcomes-based education, training and development methodology. The empirical study involved examining the biographical information of the research participants. It also sought to explore the organisational culture by identifying managerial competencies of skills, interpersonal relationships, management style, attitudes and beliefs. Investigating the knowledge base of participants, included exploring human resource management practices, training and development legislation and labour relations. The conclusions and recommendations are based on the findings of the survey as completed by the participants. The guidelines for a training programme include outcomes-based learning principles to raise morale, skill and knowledge. / Social work / M. Diac. (Social Work)

The growth and expansion of the Haven Night Shelter Welfare Organisation has been accompanied by a pattern of emotional and negative dismissals and resignations of senior managerial personnel. The research project explores how the management capacity of the managers could be enhanced through training, development and maintenance functions of human resource management. The literature study focused on reviewing outcomes-based education, training and development methodology. The empirical study involved examining the biographical information of the research participants. It also sought to explore the organisational culture by identifying managerial competencies of skills, interpersonal relationships, management style, attitudes and beliefs. Investigating the knowledge base of participants, included exploring human resource management practices, training and development legislation and labour relations. The conclusions and recommendations are based on the findings of the survey as completed by the participants. The guidelines for a training programme include outcomes-based learning principles to raise morale, skill and knowledge. / Social work / M. Diac. (Social Work)