Rotinas de coordenação nas unidades de uma instituição financeira e seu isolamento

• Autor(a) principal: Araújo, Aparecida Rainha de
• Data de Publicação: 2019
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório do Centro Universitário Braz Cubas
• Texto Completo: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1943
• topic: Rotinas organizacionais; Rotina de coordenação; Isolamento; Integração; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

This paper aims to analyze the effects of organizational coordination routines that lead to the isolation of the strategic units of a Financial Institution. The research theme is based on the theoretical assumptions the routine theory. It is based on a perspective that observes the routine aspects of coordination in organizational environments, in which the actors interact in the construction of meanings for the routine of managing. A case study was carried out in a transversal perspective, with a qualitative approach of exploratory nature using an interpretive approach. In this approach, the research brings a contextualization about the organizational routines and practices of the coordination routines in strategic units of the organization. In this context, the following aspects were confirmed: (a) the communication of information and the sharing of objectives are relevant in the organizational context, to amplify or minimize the effects of organizational coordination routines; (b) involuntary isolation originates from the maintenance of interpretive barriers, which may be specific to the specific knowledge of each unit; (c) the integration between the units is perceived as a factor that can positively impact the result. This research is interested in the effects of these organizational phenomena, which suggest to be facilitators or difficulties of the coordination routines. By the analysis of the data, it was possible to show that the integration is directly related to the coordination routines in use, the same applies in the cases of the Mintzberg (2017) coordination mechanisms, but this convergence analogy has not been proven in relation to the inconsistent isolation the confirmation of its existence. In addition to being impacted by coordination routines, or their absences, isolation is also related to contexts in the Strategic Framework, and sometimes to individuals who voluntarily or involuntarily fail to share resources. This work brings as a contribution the importance of glimpsing that the organizational routines, in adaptation, can offer a new look at the coordination mechanisms, that is, involving both the mutual adjustment and the virtual adjustment. It also suggests that the evolving routine theory can encompass the perception of trust and coresponsibility in the Team members. This perspective makes it possible to identify new elements, coming from new dimensions, so that a deeper immersion in these dimensions can allow significant contributions to knowledge.