Práticas de gestão do conhecimento no Programa Esporte e Lazer da Cidade e Vida Saudável

• Autor(a) principal: Cristina Carvalho de Melo
• Data de Publicação: 2017
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Institucional da UFMG
• Texto Completo: http://hdl.handle.net/1843/BUBD-ARLPEE
• topic: Gestão do Conhecimento; Lazer; Políticas Públicas; Lazer Aspectos sociais; Políticas públicas; Gestão do conhecimento

The importance of management is revealed by the need to optimize processes for ecisionmaking based on relevant information to meet common goals and interests. Collecting, managing and disseminating the information and knowledge produced is an essential part of Knowledge Management, which can be described as the coordination of information and knowledge aimed at improving processes. Considering the creation of public policies to meet the social right to leisure, the volume and the relevance of the knowledge produced in theimplementation of these policies, it is important to think of strategies to manage the knowledge acquired in the programs / projects, directing them to the search for optimization Therefore, the aim of this study was to analyze the practices of Knowledge Management in the Programa Esporte e Lazer da Cidade and Vida Saudável (PELC / VS). A quantitative and qualitative approach was carried out and the method used to conduct it was the single case study. Data were collected through a semistructured interview script and were answered by 15 PELC / VS trainers and articulators. For the analysis of the quantitative data a descriptive analysis was carried out and for the qualitative a content analysis. The Knowledge Management practices identified were: "Modular Training", "Local community observation", Record of lessons learned", "Meetings", "Informal Dialogue", "Scientific Productions" and "EAD". The lack of systematization was pointed out with one of the main difficulties in this process and the realization of an effective systematization presented itself as an eminent necessity. This fact reinforces the need for the State to view the KM as a management strategy capable of qualifying PPs taking into account the needs and responses of the beneficiary public and making available several resources (such as time, people and structure) for the development of this action. This fact reinforces the need for a State as a management strategy capable of qualifying as PPs taking into account the needs and responses of the beneficiary public and availability of varied resources for the development of the action.