Análise de subculturas em uma organização do terceiro setor
Culture works as a mechanism that brings cohesion to a group and, in the organizational context, the more convergent the employees are, the stronger their culture and the fewer conflicts and wastes they are expected to find in their work practices. The present research, through a multicase study, ai...
| Autores: | , |
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| Tipo de recurso: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2019 |
| País: | Brasil |
| Institución: | Universidade Federal de Minas Gerais (UFMG) |
| Repositorio: | Repositório Institucional da UFMG |
| Idioma: | portugués |
| OAI Identifier: | oai:repositorio.ufmg.br:1843/41027 |
| Acceso en línea: | https://doi.org/10.33362/visao.v8i1.1914 http://hdl.handle.net/1843/41027 https://orcid.org/0000-0002-2109-2130 |
| Access Level: | acceso abierto |
| Palabra clave: | Cultura Organizacional Dimensões culturais Terceiro Setor Hofstede Cultura organizacional Terceiro setor Comportamento organizacional |
| Sumario: | Culture works as a mechanism that brings cohesion to a group and, in the organizational context, the more convergent the employees are, the stronger their culture and the fewer conflicts and wastes they are expected to find in their work practices. The present research, through a multicase study, aimed to verify if there are differences between the organizational cultures installed in two regional companies of a third sector organization, significant to the point of characterizing two different subcultures. A cultural diagnosis was made, based on four dimensions internationally known and diffused by Geert Hofstede, namely Hierarchical Distance Index, Individualism Index, Masculinity Index and Uncertainty Control Index. For that, a quantitative-descriptive research was developed, using a scale of cultural dimensions already validated in previous relevant studies. The results found have shed light on the hypothesis that, even if an organization strives to disseminate its cultural values, aiming its collaborators to assume unified and consonant thoughts with institutional objectives, the existence of subcultures within an organization can, for example, subsidiaries of a headquarters organization have particularities which deviate, to a greater or lesser extent, from the values of the latter. This can ultimately undermine the achievement of organizational goals. One of the main reflections and contributions raised by this work concerns the fact that the peculiarities of each organizational culture need to be taken into account when establishing control objectives and metrics. |
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