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Clima e cultura organizacionais na Academia da Força Aérea
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Resumo(s)
Entender o comportamento das pessoas nas organizações, torna possível analisar variáveis de interesse para os decisores organizacionais – como sejam o clima e a cultura –, sobre as quais um parco conhecimento tende a traduzir-se na limitação da capacidade de compreender e/ou intervir no sentido de otimizar situações que impactam diretamente sobre os resultados organizacionais.
Esta investigação teve, então, por objetivo estudar o clima e cultura organizacionais dos alunos do Curso de Mestrado em Aeronáutica Militar (CMAM) 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), baseados no modelo dos valores contrastantes.
Dos resultados discutidos, concluiu-se que existem diferenças significativas entre o CMAM e ETM nos modelos de relações humanas e de cultura hierárquica, e entre o 1.º ano e os restantes anos do CMAM em praticamente todos os modelos estudados (sendo exceção o dos processos internos). Concluiu-se, igualmente, que, à parte do 1.º ano, apenas não existem diferenças em relação ao modelo de processos internos. 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), sendo a AFA caracterizada por traços culturais identitários de uma organização
Understanding people's behavior in organizations makes it possible to analyze variables of interest to organizational decision-makers - such as climate and culture - about which little knowledge tends to translate into a limited ability to understand and/or intervene in order to optimize situations that directly impact organizational outcomes. Therefore, this research aimed to study the organizational climate and culture of the students of the Military Aeronautics Master's Degree (CMAM) and the Military Technical Training (ETM) taught by the Portuguese Air Force Academy (AFA), in order to investigate the existence of differences and to identify dominant ‘typologies’. For this purpose, a sample of 244 students (90% of the population) was analyzed using the Organizational Climate Measure (OCM) and the Organizational Culture Assessment Instrument (OCAI), both based on the competing values framework. From the results discussed, it was concluded that there are significant differences between CMAM and ETM in the human relations and hierarchical culture models, and among the 1st year and the remaining years of CMAM in practically all the models studied (the exception being that of internal process). It was also concluded that, apart from the 1st year, there are no differences in relation to the internal process model. The evidence found also allowed to conclude that the dominant climate and culture are characterized by the internal process model (hierarchical culture) and rational goals model (market culture). This way the AFA is characterized by cultural traits of a military organization that is tasked oriented, demanding and with an emphasis on winning.
Understanding people's behavior in organizations makes it possible to analyze variables of interest to organizational decision-makers - such as climate and culture - about which little knowledge tends to translate into a limited ability to understand and/or intervene in order to optimize situations that directly impact organizational outcomes. Therefore, this research aimed to study the organizational climate and culture of the students of the Military Aeronautics Master's Degree (CMAM) and the Military Technical Training (ETM) taught by the Portuguese Air Force Academy (AFA), in order to investigate the existence of differences and to identify dominant ‘typologies’. For this purpose, a sample of 244 students (90% of the population) was analyzed using the Organizational Climate Measure (OCM) and the Organizational Culture Assessment Instrument (OCAI), both based on the competing values framework. From the results discussed, it was concluded that there are significant differences between CMAM and ETM in the human relations and hierarchical culture models, and among the 1st year and the remaining years of CMAM in practically all the models studied (the exception being that of internal process). It was also concluded that, apart from the 1st year, there are no differences in relation to the internal process model. The evidence found also allowed to conclude that the dominant climate and culture are characterized by the internal process model (hierarchical culture) and rational goals model (market culture). This way the AFA is characterized by cultural traits of a military organization that is tasked oriented, demanding and with an emphasis on winning.
Descrição
Autor: Sandro Avelino Toste Paim; Aspirante a Oficial-Aluno / Piloto Aviador / 140666-D
Dissertação para obtenção do Grau de Mestre em Aeronáutica Militar, na Especialidade de Piloto Aviador
Júri:
Presidente: MGEN/PILAV/062318-A António Carlos de Amorim Temporão
Orientadoras: TCOR/PSI/120630-D Cristina Paula de Almeida Fachada
Coorientadora: CAP/PSI/134034-E Ana Patrícia Correia Gomes
Vogal: Professor Doutor José Luís Rocha Pereira do Nascimento
Palavras-chave
Clima organizacional Cultura organizacional Cultura militar Modelo dos valores contrastantes Organizational climate Organizational culture Military culture Competing values framework
Contexto Educativo
Citação
Paim, S. A. T. (2022). Clima e cultura organizacionais na Academia da Força Aérea (Dissertação de Mestrado em Aeronáutica Militar, na especialidade de Piloto-Aviador). Academia da Força Aérea [AFA], Sintra.
Editora
Academia da Força Aérea