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Authors
Advisor(s)
Abstract(s)
Ao nível do funcionamento dos mercados, a única característica comum aos dois lados - oferta e
procura - é a mudança, quer esta seja radical, quer progressiva.
A consciencialização da mudança enquanto fenómeno não é em si o bastante para que as empresas
desenvolvam estratégias de sucesso, pois a mudança é dificilmente caracterizável e nem sempre bem
percepcionada.
As estratégias de melhoria de competitividade passam pelo reequacionamento dos negócios, pela
inovação e pela redescoberta do factor humano; dos clientes, dos fornecedores e dos empregados.
A flexibilidade organizacional e do factor humano são premissas fundamentais para a maximização das
potencialidades das novas tecnologias. Quer isto dizer, que se a inovação tecnológica não for
acompanhada da inovação organizacional e de uma estratégia de aposta nos recursos humanos, o
processo de modernização será sempre parcial e os objectivos de melhoria da competitividade não serão
plenamente conseguidos.
A forma como o processo de mudança é gerido, designadamente a forma como os diversos actores
sociais são envolvidos, é um dos factores determinantes do seu sucesso.
São reconhecidos os impactos que a mudança tecnológica e organizacional induz nos interesses
instalados e na realidade organizacional, em aspectos como o exercício e os recursos de poder, o volume
de emprego, as qualificações requeridas, as características das tarefas, os sistemas de recompensa, etc.
A alteração do status quo origina riscos e ameaças que devem ser avaliadas e aceites pelos diversos
actores. Tal facto pressupõe um crescente envolvimento de todos os que irão ser afectados pela
mudança, desde as fases iniciais do processo.
Só a existência de mecanismos e de procedimentos que apelem à participação, formal ou informal,
directa ou indirecta, possibilitará que um projecto de empresa seja, simultaneamente, um projecto de
todos.
0 estudo de caso realizado é demonstrativo de que não basta à direcção de uma empresa apelar ao
envolvimento dos empregados para que ele ocorra. Participar é, antes de mais, uma decisão individual e
que exige um mínimo de inteligência e de conhecimentos.
A ameaça latente de redução de efectivos, os baixos índices de escolaridade e de qualificação, as
elevadas médias etária e de antiguidade, entre outros factores, tornam dificilmente operacionalizável o
envolvimento generalizado dos empregados.
In what concerns the market functioning, the only feature that both sides have in common - supply and demand - is the radical or progressiva change. Tha acknowledge of the need of change is not sufficient for the companies to develop strategies of success, since this concept is hard to characterise and sometimes misunderstood. The strategies for the improvement of competitivity depend not only on the business redefinition and innovation but also on the rediscovery of the human factor: the clients, the suppliers and employees. The flexibility that concerns the organisation and the human factor is essencial issue to increase the potentialities of new technologies. Therefore, if the technological innovation is not accompanied whit the organizational innovation and a human resources strategy, the modernisation process will always be partial and the aims for the improvement of competitivity will not be completely fullfilled. The way as the process of change is conducted, namely, the way as the social actors are involved, is a decisive factor for its success. The effects caused by technological and organisational change in the established interests and m the organizational reality are very well known, such as the power and its resources, the employment levei, the qualification needs, the job characteristics, the rewards systems and so on. The change of the "status quo" causes risks and threats that must be evaluated and accepted by the several actors. This fact implies a crescent involvement of those that will be affected by "change", since the early phases of the process. Only the existence of mechanisms and proceedings that appeal to an informal or formal participation makes possible a company project to became a project of ali. The study case shows that it is not sufficient for the managers to appeal to the interests of their employees. To participate is an individual decision, which requires a minimum of intetligence and knowledge. The latet threat of the reduction of effectives, the low educational and qualification leveis, the high average age and the antiquity, among other factors, make quite impracticable the general participation of the employees.
In what concerns the market functioning, the only feature that both sides have in common - supply and demand - is the radical or progressiva change. Tha acknowledge of the need of change is not sufficient for the companies to develop strategies of success, since this concept is hard to characterise and sometimes misunderstood. The strategies for the improvement of competitivity depend not only on the business redefinition and innovation but also on the rediscovery of the human factor: the clients, the suppliers and employees. The flexibility that concerns the organisation and the human factor is essencial issue to increase the potentialities of new technologies. Therefore, if the technological innovation is not accompanied whit the organizational innovation and a human resources strategy, the modernisation process will always be partial and the aims for the improvement of competitivity will not be completely fullfilled. The way as the process of change is conducted, namely, the way as the social actors are involved, is a decisive factor for its success. The effects caused by technological and organisational change in the established interests and m the organizational reality are very well known, such as the power and its resources, the employment levei, the qualification needs, the job characteristics, the rewards systems and so on. The change of the "status quo" causes risks and threats that must be evaluated and accepted by the several actors. This fact implies a crescent involvement of those that will be affected by "change", since the early phases of the process. Only the existence of mechanisms and proceedings that appeal to an informal or formal participation makes possible a company project to became a project of ali. The study case shows that it is not sufficient for the managers to appeal to the interests of their employees. To participate is an individual decision, which requires a minimum of intetligence and knowledge. The latet threat of the reduction of effectives, the low educational and qualification leveis, the high average age and the antiquity, among other factors, make quite impracticable the general participation of the employees.
Description
Instituto Superior de Economia e Gestão.
Keywords
Pedagogical Context
Citation
Dias, Ivo Antunes (1995). " Mudança tecnológica e organizacional e participação. Estudo de caso". Dissertação de Mestrado, Universidade de Lisboa. Instituto Superior de Economia e Gestão.