Loading...
Publication
Clima organizacional e cultura organizacional na Academia da Força Aérea
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 2.03 MB | Adobe PDF | |||
| 1.12 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Analisar variáveis de interesse para os decisores organizacionais, como sejam o clima e a cultura, traduz-se em maior capacidade de compreensão e otimização de situações que impactam sobre os resultados organizacionais. Esta investigação teve, então, por objetivo estudar o clima e cultura organizacionais dos alunos do Curso em Ciências Militares Aeronáuticas (CCMA)2 e do Estágio Técnico Militar (ETM) ministrados pela Academia da Força Aérea (AFA), por forma a averiguar a existência de diferenças e a identificar “tipologias” dominantes. Para tal, foi analisada uma amostra de 244 alunos (90% da população), com recurso aos instrumentos Organizational Climate Measure (OCM) e Organizational Culture Assessment Instrument (OCAI). Dos resultados obtidos, concluiu-se que existem diferenças significativas entre o CCMA e o ETM nos modelos de relações humanas e de cultura hierárquica, e entre o 1.º ano e os restantes anos do CCMA em praticamente todos os modelos estudados (excetuando o dos processos internos). Concluiu-se, igualmente, que, à parte do 1.º ano, apenas não existem diferenças em relação aos modelos de processos internos e cultura de mercado. As evidências encontradas permitiram, ainda, constatar que o clima e a cultura dominantes caracterizam-se pelos modelos de processos internos (cultura hierárquica) e objetivos racionais (cultura de mercado).
Studying variables of interest for decision-makers in organizations, such as climate and culture, increases their ability to understand and optimise situations that influence organizational outcomes. Therefore, this study aimed to analyse the organizational climate and culture to which the students of the Military Aeronautical Sciences Course (CCMA)3 and of the Military Technical Training Programme (ETM) of the Air Force Academy (AFA) are exposed, to identify differences between them and identify dominant “typologies”. To that end, a survey sample of 244 students (90% of the population) was analysed using the Organizational Climate Measure (OCM) and the Organizational Culture Assessment Instrument (OCAI). The findings revealed significant differences between CCMA and ETM students in the human relations and hierarchy culture models, and between students enrolled in the 1st year of the CCMA and students enrolled in other years of the course in practically all analysed the models (except for the internal processes model). Furthermore, aside from 1st year students, the internal processes and market culture models were the only models where no differences were found. The data also showed that the dominant climates and cultures are the internal process model (hierarchy culture) and the rational goal model (market culture).
Studying variables of interest for decision-makers in organizations, such as climate and culture, increases their ability to understand and optimise situations that influence organizational outcomes. Therefore, this study aimed to analyse the organizational climate and culture to which the students of the Military Aeronautical Sciences Course (CCMA)3 and of the Military Technical Training Programme (ETM) of the Air Force Academy (AFA) are exposed, to identify differences between them and identify dominant “typologies”. To that end, a survey sample of 244 students (90% of the population) was analysed using the Organizational Climate Measure (OCM) and the Organizational Culture Assessment Instrument (OCAI). The findings revealed significant differences between CCMA and ETM students in the human relations and hierarchy culture models, and between students enrolled in the 1st year of the CCMA and students enrolled in other years of the course in practically all analysed the models (except for the internal processes model). Furthermore, aside from 1st year students, the internal processes and market culture models were the only models where no differences were found. The data also showed that the dominant climates and cultures are the internal process model (hierarchy culture) and the rational goal model (market culture).
Description
Keywords
Clima organizacional Cultura organizacional Modelo dos valores contrastantes Organizational climate Organizational culture Competing values framework