Alteração de modelo de gestão empresarial em instituição de grande porte: um estudo

Abstract

The implementation of new business models in a large company involves making changes in the decision making processes and the power structure. In addition, it alters the company's work methodologies. In order for the new concepts to provoke the necessary changes in the decision making process used by managers, other than their ample dissemination, there is a necessity for the team responsible for conducting the process to have the necessary competencies and adequate abilities. Furthermore, there must be a favorable organizational atmosphere for change. The study of factors that favor the implementation of organizational change is relevant in a modern day context which requires companies to constantly adapt and develop new ways of doing business. The research methodology chosen for this study utilizes the focus group technique due to its capacity to explore the depth of the phenomenon. Content analysis was used to interpret the messages obtained through interviews. Ten people, who were involved in the implementation of the new management model, participated in the focus groups. In principle, the groups were separated into categories of managers and analysts for the purpose of analyzing the different perceptions of the phenomenon under study. This research demonstrates that commitment, flexible hierarchy, trust and the technical knowledge of the group involved with the change as well as a structured project based on technical concepts are relevant factors for the success of the undertaking. However, the economic situation of the company and the search for continuity of the organization were considered to be the driving force behind the actions.