Análise do impacto do desenho organizacional: estudo dos processos, pessoas e tecnologia, tendo como centro de operação o cliente externo: um estudo de caso da indústria de pisos cerâmicos de uma microrregião do sudeste do Brasil
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2017-02-03
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Vivemos numa época de profundas mudanças. O modelo de acumular riqueza implantado no
pós Segunda Guerra Mundial impôs-se e vem beneficiando as organizações ao aumentar as
suas riquezas, mas o que temos observado é que a colocação da ênfase no núcleo da atividade
empresarial - o cliente externo - não tem caminhado com a mesma velocidade. Embora a sua
importância seja preconizada como vital para a sobrevivência das empresas, perde prioridade
quando comparada com a importância dada aos ganhos de produtividade e aos ganhos
financeiros. Poucos são, ainda, os indicadores monitorizados e controlados a respeito dos
clientes externos. A abordagem proativa de relacionamento com o cliente ainda recebe
resistência às mudanças, desprezando ou não utilizando abordagens mais significativas que
tendem a antecipar-se às necessidades dos mesmos. Uma organização que deseja surpreender
os seus clientes finais, prevendo suprir as suas necessidades, deve envolver-se muito mais,
indo para além da simples projeção de estruturas que visam facilitar o fluxo de informações
entre as funções dos negócios, fornecedores e clientes. Para Reys e Peña (2000) o que está em
jogo é a capacidade das organizações de construir uma cultura de satisfação do cliente e um
sistema de valores onde essa satisfação seja um aspecto permanente. Deste modo, esta
investigação tem como objetivo a busca de evidências no sentido de verificar até que ponto a
indústria de pisos cerâmicos de uma micro região do sudeste do Brasil aposta num desenho
organizacional processual, com foco em Pessoas, Tecnologia, Processos e no Cliente Externo.
Para tal, é importante verificar se aquilo que é defendido e aqui exposto, no âmbito da
literatura apresentada, relativamente aos temas em análise, vai ou não ao encontro da
realidade estudada empiricamente. Para atingir os objetivos deste estudo, foi feito um
confronto entre a literatura e os resultados encontrados nas empresas analisadas, tentando
verificar-se até que ponto a aplicação (total ou parcial) das teorias aqui defendidas merecem a
receptividade das empresas aqui estudadas. Como principal instrumento de recolha de dados,
foi ultilizado um questionário de resposta fechada. Foram elaborados três tipos de
questionários, que envolveram três públicos diferenciados, sendo o primeiro grupo
constituído por colaboradores de três indústrias de pisos cerâmicos, o segundo grupo
composto por dezoito gestores de loja, tipo Home Center, da região de Campinas, e o terceiro
grupo assente em cem consumidores de pisos cerâmicos. Foram, ainda, feitas entrevistas, no
sentido de tentar compreender um pouco melhor a realidade em estudo, sobretudo pela sua
natureza exploratória. Os resultados obtidos apontaram para as seguintes conclusões: não
obstante as empresas pesquisadas encontrarem-se organizadas de um modo funcional e os
resultados apontarem para a satisfação do seu público interno, elas pontuam algumas áreas de
indiferença e de possíveis melhorias. Quanto aos clientes externos, estes mostram-se
parcialmente satisfeitos, pois a oferta de produtos lançados no Brasil é de categoria mundial,
além de combinar matéria prima de muito boa qualidade, preço acessível e, somado a isto, um
design que satisfaz as tendências nacionais e internacionais. Porém, foram encontradas áreas
de oportunidades que apontam no sentido da melhoria dos serviços, ou seja, no entendimento
de um cliente externo cada dia mais exigente, com expectativas maiores do que apenas
produtos, preços e qualidade. Concluímos assim que, no setor em estudo, o modelo de gestão
organizacional ainda não é processual, integrando pessoas, processos e tecnologia de forma a
ir ao total encontro das expectativas dos seus consumidores.
We live in a time of profound change. The model to accumulate wealth implanted in the post World War II was imposed and has benefited organizations by increasing their wealth, but what we have observed is that placing the emphasis on core business activity - the external customer - has not walked with the same speed. Although its importance is advocated as vital to the survival of businesses, loses priority when compared to the importance given to productivity and financial gains. There are few indicators monitored and controlled with respect to external customers. The proactive approach of relationship with the customer still gets resistance to change, despising or not using more meaningful approaches that tend to anticipate the needs of the same. An organization that wants to surprise their customers, providing meet their needs, should be more involved with them, going beyond the simple projection of structures to facilitate the flow of information between business functions, suppliers and customers. To Reys and Peña (2000) what is important is the ability of organizations to build a customer satisfaction culture and value system where customer satisfaction is a permanent feature. Thus, this research aims to search for evidences in order to verify the extent to which the industry of ceramic floors of a micro southeastern region of Brazil bet on an organizational design focusing on People, Technology, Processes and External Client. To this end, it is important to verify if what is advocated in the presented literature about the subject here in analysis meet the reality studied empirically. Thus, to achieve the objectives of this study, it was made a comparison between the literature and the results found in the analyzed companies, trying to check up to what extent the application (total or partial) of the defended theories deserve the receptivity of the companies studied here. As the main data collection instrument were used questionnaires of closed response. There were developed three types of questionnaires, which involved three different audiences: the first group consisting of employees of three industries of ceramic floors, the second group consists of eighteen store managers, like Home Center, in Campinas region, and the third group based on one hundred consumers of ceramic floors. There were also made interviews, to try to understand a little better the reality under study, especially because of its exploratory nature. The results pointed to the following conclusions: despite the companies surveyed meet organized in a functional manner and the results point to the satisfaction of their internal public, they punctuate some areas of indifference and possible improvements. As for external clients, they are partially satisfied because the offer of products launched in Brazil is world class, combining raw materials of very good quality, good price and added to this a design that meets the national and international trends. However, were found some areas of opportunities that point towards the improvement of services, ie, the understanding of an external customer increasingly demanding, with higher expectations than just products, prices and quality. That is, in the studied sector, the organizational management model is note procedural, so it does not integrate people, processes and technology in order to satisfy all the expectations of its consumers.
We live in a time of profound change. The model to accumulate wealth implanted in the post World War II was imposed and has benefited organizations by increasing their wealth, but what we have observed is that placing the emphasis on core business activity - the external customer - has not walked with the same speed. Although its importance is advocated as vital to the survival of businesses, loses priority when compared to the importance given to productivity and financial gains. There are few indicators monitored and controlled with respect to external customers. The proactive approach of relationship with the customer still gets resistance to change, despising or not using more meaningful approaches that tend to anticipate the needs of the same. An organization that wants to surprise their customers, providing meet their needs, should be more involved with them, going beyond the simple projection of structures to facilitate the flow of information between business functions, suppliers and customers. To Reys and Peña (2000) what is important is the ability of organizations to build a customer satisfaction culture and value system where customer satisfaction is a permanent feature. Thus, this research aims to search for evidences in order to verify the extent to which the industry of ceramic floors of a micro southeastern region of Brazil bet on an organizational design focusing on People, Technology, Processes and External Client. To this end, it is important to verify if what is advocated in the presented literature about the subject here in analysis meet the reality studied empirically. Thus, to achieve the objectives of this study, it was made a comparison between the literature and the results found in the analyzed companies, trying to check up to what extent the application (total or partial) of the defended theories deserve the receptivity of the companies studied here. As the main data collection instrument were used questionnaires of closed response. There were developed three types of questionnaires, which involved three different audiences: the first group consisting of employees of three industries of ceramic floors, the second group consists of eighteen store managers, like Home Center, in Campinas region, and the third group based on one hundred consumers of ceramic floors. There were also made interviews, to try to understand a little better the reality under study, especially because of its exploratory nature. The results pointed to the following conclusions: despite the companies surveyed meet organized in a functional manner and the results point to the satisfaction of their internal public, they punctuate some areas of indifference and possible improvements. As for external clients, they are partially satisfied because the offer of products launched in Brazil is world class, combining raw materials of very good quality, good price and added to this a design that meets the national and international trends. However, were found some areas of opportunities that point towards the improvement of services, ie, the understanding of an external customer increasingly demanding, with higher expectations than just products, prices and quality. That is, in the studied sector, the organizational management model is note procedural, so it does not integrate people, processes and technology in order to satisfy all the expectations of its consumers.
Descrição
Tese de Doutoramento em Gestão
Palavras-chave
Estrutura organizacional , Desenho organizacional , Gestão por processos de negócios , Estudos de caso , Cliente externo