IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS
Autor(a) principal: | |
---|---|
Data de Publicação: | 2023 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Biblioteca Digital de Teses e Dissertações do UNICENTRO |
Texto Completo: | http://tede.unicentro.br:8080/jspui/handle/jspui/2113 |
Resumo: | Given the organizational dynamics, it is extremely relevant that companies are always looking for innovations so that they can have a greater effectiveness. In this sense, internal aspects can cause conflicts within the organization, which influence the environment in several aspects. In this sense, the problem-situation found in the studied company was the need to have a specific sector to concentrate the organization's information. Analyzing this problem, it was proposed as the objective of the work the implementation of the Controllership sector, using as scientific basis relevant tools of the Controllership, so that it could structure the Conceptual Model to be used by the company, and the Dynamic Capacities, focusing on the Innovation Capacity. To develop this work, meetings were held with the company's managers, observations and unstructured interviews with managers and other employees. The analyses were structured based on the action plan, which was based on the Steps for Implementation of the Controllership Sector, Oliveira (2009), and the Roadmap for Implementation of the Controllership Sector, Lorenzetti (2013). Thus, the 1st Stage of the Roadmap consisted of the Elaboration of the Diagnosis of the company and the decision of the managers when the implementation of the sector in the company. This phase was developed through meetings of managers and observations of the sectors, in order to find the failures of each of them regarding the treatment of information that impacts on decision making. Following, the 2nd Stage of the script consisted of choosing the Conceptual Model of Controllership to be used, thus being the Strategic Controllership, with a view to encompassing all sectors of the company, according to the need found. Subsequently, the 3rd stage began with the implementation process of the Controllership sector. Initially, the survey of the functions and activities developed in the company was carried out, based on the business organization chart that the company obtained and elaborated the flowcharts and Job Description Sheets of the company's functions. After that, the training of the information systems, what the company already used and the auxiliary systems that were acquired, were carried out. A new analysis of the company's functions was also carried out, with the creation of the new corporate organizational chart, where the need for segregation of some functions was identified. In the 4th stage, the role of the employees was related to the feeding of the system, which reflect in the indicators generated for the Controllership Sector and onsequently, for decision making. After this process, a new conversation was held with the managers, with the objective of having feedback of the implementation of the sector, which reflected several positive points. Thus, it can be said that the objective of implementing the Controllership sector in the company was achieved. The process occurred through the interaction of all sectors of the company, first by the provision of the company's diagnostic information, by training and qualification of employees to perform the new attributions entrusted to them. Thus, it can be said that the company has the capacity for innovation, seeking solutions so that it can become more effective in its operation as a whole. |
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João Francisco Morozinihttp://lattes.cnpq.br/8001253994469703108.732.409-28http://lattes.cnpq.br/3533523250511323CHAGAS, GEOVANA APARECIDA PIRES2023-09-19T11:40:23Z2023-04-11CHAGAS, GEOVANA APARECIDA PIRES. IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS. 2023. 141 f. Dissertação (Programa de Pós-Graduação em Administração - Mestrado Profissional) - Universidade Estadual do Centro-Oeste, Guarapuava.http://tede.unicentro.br:8080/jspui/handle/jspui/2113Given the organizational dynamics, it is extremely relevant that companies are always looking for innovations so that they can have a greater effectiveness. In this sense, internal aspects can cause conflicts within the organization, which influence the environment in several aspects. In this sense, the problem-situation found in the studied company was the need to have a specific sector to concentrate the organization's information. Analyzing this problem, it was proposed as the objective of the work the implementation of the Controllership sector, using as scientific basis relevant tools of the Controllership, so that it could structure the Conceptual Model to be used by the company, and the Dynamic Capacities, focusing on the Innovation Capacity. To develop this work, meetings were held with the company's managers, observations and unstructured interviews with managers and other employees. The analyses were structured based on the action plan, which was based on the Steps for Implementation of the Controllership Sector, Oliveira (2009), and the Roadmap for Implementation of the Controllership Sector, Lorenzetti (2013). Thus, the 1st Stage of the Roadmap consisted of the Elaboration of the Diagnosis of the company and the decision of the managers when the implementation of the sector in the company. This phase was developed through meetings of managers and observations of the sectors, in order to find the failures of each of them regarding the treatment of information that impacts on decision making. Following, the 2nd Stage of the script consisted of choosing the Conceptual Model of Controllership to be used, thus being the Strategic Controllership, with a view to encompassing all sectors of the company, according to the need found. Subsequently, the 3rd stage began with the implementation process of the Controllership sector. Initially, the survey of the functions and activities developed in the company was carried out, based on the business organization chart that the company obtained and elaborated the flowcharts and Job Description Sheets of the company's functions. After that, the training of the information systems, what the company already used and the auxiliary systems that were acquired, were carried out. A new analysis of the company's functions was also carried out, with the creation of the new corporate organizational chart, where the need for segregation of some functions was identified. In the 4th stage, the role of the employees was related to the feeding of the system, which reflect in the indicators generated for the Controllership Sector and onsequently, for decision making. After this process, a new conversation was held with the managers, with the objective of having feedback of the implementation of the sector, which reflected several positive points. Thus, it can be said that the objective of implementing the Controllership sector in the company was achieved. The process occurred through the interaction of all sectors of the company, first by the provision of the company's diagnostic information, by training and qualification of employees to perform the new attributions entrusted to them. Thus, it can be said that the company has the capacity for innovation, seeking solutions so that it can become more effective in its operation as a whole.Diante das dinâmicas organizacionais, é de extrema relevância que as empresas estejam sempre buscando inovações para que possam ter uma maior eficácia. Nesse sentido, aspectos internos podem ocasionar conflitos dentro da organização, que influenciam o ambiente em diversos aspectos. Nesse sentido, a situação-problema encontrada na empresa estudada foi a necessidade de haver um setor específico para concentrar as informações da organização. Analisando essa problemática, propôs-se como objetivo do trabalho a implementação do setor de Controladoria, utilizando como embasamento científico ferramentas relevantes da Controladoria, para que pudesse estruturar o Modelo Conceitual a ser utilizado pela empresa, e as Capacidades Dinâmicas, tendo como foco a Capacidade de Inovação. Para desenvolver este trabalho foram realizadas reuniões com os gestores da empresa, as observações e entrevistas não estruturadas com os gestores e demais colaboradores. As análises foram estruturadas com base no plano de ação, o qual teve como base os Passos para Implementação do Setor de Controladoria, Oliveira (2009), e o Roteiro de Implantação do Setor de Controladoria, Lorenzetti (2013). Dessa maneira, a 1ª Etapa do Roteiro consistiu na Elaboração do Diagnostico da empresa e da decisão dos gestores quando a implementação do setor na empresa. Essa fase foi desenvolvida por meio de reuniões dos gestores e observações dos setores, em busca de encontrar as falhas de cada um deles quanto ao tratamento de informações que impactam na tomada de decisão. Seguindo, a 2ª Etapa do roteiro consistiu em realizar a escolha do Modelo Conceitual de Controladoria a ser utilizado, sendo assim, a Controladoria Estratégica, com vistas a englobar todos os setores da empresa, conforme a necessidade encontrada. Na sequência, a 3ª etapa iniciou com o processo de implementação do setor de Controladoria. Inicialmente foi realizado o levantamento das funções e atividades desenvolvidas na empresa, com base no organograma empresarial que a empresa obtinha e elaborado os fluxogramas e Fichas de Descrição de Cargos das funções da empresa. Depois disso, foram realizados os treinamentos dos sistemas de informações, o que a empresa já utilizava e dos sistemas auxiliares que foram adquiridos. Foi, ainda, realizada uma nova análise das funções da empresa, com a criação do novo organograma empresarial, onde foi identificada a necessidade da segregação de algumas funções. Na 4ª etapa, foi relacionada a função dos colaboradores quanto a alimentação do sistema, que refletem nos indicadores gerados para o Setor de Controladoria e consequentemente, para a tomada de decisão. Após esse processo, foi realizada uma nova conversa com os gestores, com o objetivo de ter um feedback da implementação do setor, o qual refletiu vários pontos positivos. Desse modo, pode-se dizer que o objetivo de implementar o setor de Controladoria na empresa, foi atingido. O processo ocorreu mediante a interação de todos os setores da empresa, primeiramente pela disposição nas informações de diagnóstico da empresa, pelos treinamentos e a capacitação dos colaboradores para desempenho as novas atribuições que lhes foram confiadas. Assim, pode-se dizer que a empresa possui capacidade de inovação, buscando soluções para que possa se tornar mais eficaz em sua operação como um todo.Submitted by Fabiano Jucá (fjuca@unicentro.br) on 2023-09-19T11:40:23Z No. of bitstreams: 1 Relatorio Tecnico - Geovana Aparecida Pires Chagas.pdf: 1736141 bytes, checksum: 9583667f73e2ca066b834339ea043807 (MD5)Made available in DSpace on 2023-09-19T11:40:23Z (GMT). No. of bitstreams: 1 Relatorio Tecnico - Geovana Aparecida Pires Chagas.pdf: 1736141 bytes, checksum: 9583667f73e2ca066b834339ea043807 (MD5) Previous issue date: 2023-04-11Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPESapplication/pdfhttp://tede.unicentro.br:8080/jspui/retrieve/9142/Relatorio%20Tecnico%20-%20Geovana%20Aparecida%20Pires%20Chagas.pdf.jpgporUniversidade Estadual do Centro-OestePrograma de Pós-Graduação em Administração (Mestrado Profissional)UNICENTROBrasilUnicentro::Departamento de Ciências Sociais AplicadasControladoriaCapacidade de InovaçãoRotinas e ProcessosControllingInnovation CapacityRoutines and processesCIENCIAS SOCIAIS APLICADAS::ADMINISTRACAOIMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOSinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesis-2696880226584888370600600600600-274265709324890417880240354326327782212075167498588264571info:eu-repo/semantics/openAccessreponame:Biblioteca Digital de Teses e Dissertações do UNICENTROinstname:Universidade Estadual do Centro-Oeste (UNICENTRO)instacron:UNICENTROTHUMBNAILRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdf.jpgRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdf.jpgimage/jpeg3423http://localhost:8080/tede/bitstream/jspui/2113/4/Relatorio+Tecnico+-+Geovana+Aparecida+Pires+Chagas.pdf.jpgbc5899c32b74330310e96282f9a12c3aMD54TEXTRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdf.txtRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdf.txttext/plain237754http://localhost:8080/tede/bitstream/jspui/2113/3/Relatorio+Tecnico+-+Geovana+Aparecida+Pires+Chagas.pdf.txt7d46d965959c26e67a23d26c5b37d3c8MD53ORIGINALRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdfRelatorio Tecnico - Geovana Aparecida Pires Chagas.pdfapplication/pdf1736141http://localhost:8080/tede/bitstream/jspui/2113/2/Relatorio+Tecnico+-+Geovana+Aparecida+Pires+Chagas.pdf9583667f73e2ca066b834339ea043807MD52LICENSElicense.txtlicense.txttext/plain; charset=utf-82003http://localhost:8080/tede/bitstream/jspui/2113/1/license.txt6544a715df32d52b08aa3def94c4dddeMD51jspui/21132023-09-20 01:01:07.099oai:localhost:jspui/2113Biblioteca Digital de Teses e Dissertaçõeshttp://tede.unicentro.br:8080/jspui/PUBhttp://tede.unicentro.br/tde_oai/oai3.phprepositorio@unicentro.br||fabianoqueiroz@yahoo.com.bropendoar:2023-09-20T04:01:07Biblioteca Digital de Teses e Dissertações do UNICENTRO - Universidade Estadual do Centro-Oeste (UNICENTRO)false |
dc.title.por.fl_str_mv |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
title |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
spellingShingle |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS CHAGAS, GEOVANA APARECIDA PIRES Controladoria Capacidade de Inovação Rotinas e Processos Controlling Innovation Capacity Routines and processes CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
title_short |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
title_full |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
title_fullStr |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
title_full_unstemmed |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
title_sort |
IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS |
author |
CHAGAS, GEOVANA APARECIDA PIRES |
author_facet |
CHAGAS, GEOVANA APARECIDA PIRES |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
João Francisco Morozini |
dc.contributor.advisor1Lattes.fl_str_mv |
http://lattes.cnpq.br/8001253994469703 |
dc.contributor.authorID.fl_str_mv |
108.732.409-28 |
dc.contributor.authorLattes.fl_str_mv |
http://lattes.cnpq.br/3533523250511323 |
dc.contributor.author.fl_str_mv |
CHAGAS, GEOVANA APARECIDA PIRES |
contributor_str_mv |
João Francisco Morozini |
dc.subject.por.fl_str_mv |
Controladoria Capacidade de Inovação Rotinas e Processos |
topic |
Controladoria Capacidade de Inovação Rotinas e Processos Controlling Innovation Capacity Routines and processes CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
dc.subject.eng.fl_str_mv |
Controlling Innovation Capacity Routines and processes |
dc.subject.cnpq.fl_str_mv |
CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
description |
Given the organizational dynamics, it is extremely relevant that companies are always looking for innovations so that they can have a greater effectiveness. In this sense, internal aspects can cause conflicts within the organization, which influence the environment in several aspects. In this sense, the problem-situation found in the studied company was the need to have a specific sector to concentrate the organization's information. Analyzing this problem, it was proposed as the objective of the work the implementation of the Controllership sector, using as scientific basis relevant tools of the Controllership, so that it could structure the Conceptual Model to be used by the company, and the Dynamic Capacities, focusing on the Innovation Capacity. To develop this work, meetings were held with the company's managers, observations and unstructured interviews with managers and other employees. The analyses were structured based on the action plan, which was based on the Steps for Implementation of the Controllership Sector, Oliveira (2009), and the Roadmap for Implementation of the Controllership Sector, Lorenzetti (2013). Thus, the 1st Stage of the Roadmap consisted of the Elaboration of the Diagnosis of the company and the decision of the managers when the implementation of the sector in the company. This phase was developed through meetings of managers and observations of the sectors, in order to find the failures of each of them regarding the treatment of information that impacts on decision making. Following, the 2nd Stage of the script consisted of choosing the Conceptual Model of Controllership to be used, thus being the Strategic Controllership, with a view to encompassing all sectors of the company, according to the need found. Subsequently, the 3rd stage began with the implementation process of the Controllership sector. Initially, the survey of the functions and activities developed in the company was carried out, based on the business organization chart that the company obtained and elaborated the flowcharts and Job Description Sheets of the company's functions. After that, the training of the information systems, what the company already used and the auxiliary systems that were acquired, were carried out. A new analysis of the company's functions was also carried out, with the creation of the new corporate organizational chart, where the need for segregation of some functions was identified. In the 4th stage, the role of the employees was related to the feeding of the system, which reflect in the indicators generated for the Controllership Sector and onsequently, for decision making. After this process, a new conversation was held with the managers, with the objective of having feedback of the implementation of the sector, which reflected several positive points. Thus, it can be said that the objective of implementing the Controllership sector in the company was achieved. The process occurred through the interaction of all sectors of the company, first by the provision of the company's diagnostic information, by training and qualification of employees to perform the new attributions entrusted to them. Thus, it can be said that the company has the capacity for innovation, seeking solutions so that it can become more effective in its operation as a whole. |
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2023 |
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2023-09-19T11:40:23Z |
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CHAGAS, GEOVANA APARECIDA PIRES. IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS. 2023. 141 f. Dissertação (Programa de Pós-Graduação em Administração - Mestrado Profissional) - Universidade Estadual do Centro-Oeste, Guarapuava. |
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http://tede.unicentro.br:8080/jspui/handle/jspui/2113 |
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CHAGAS, GEOVANA APARECIDA PIRES. IMPLEMENTAÇÃO DO SETOR DE CONTROLADORIA EM UMA INDÚSTRIA DE ISOLAMENTOS. 2023. 141 f. Dissertação (Programa de Pós-Graduação em Administração - Mestrado Profissional) - Universidade Estadual do Centro-Oeste, Guarapuava. |
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