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Produção teatral : star model aplicado à Companhia Seiva Trupe - Teatro Vivo, CRL
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Resumo(s)
Este Relatório de Estágio propõe uma análise crítica e aplicada à estrutura organizacional da Seiva Trupe – Teatro Vivo, C.R.L., uma das companhias de Teatro mais antigas de Portugal, com base em modelos teóricos fundamentais da Gestão. Através da experiência direta do Estágio Curricular (novembro 2024 – abril 2025), da observação participativa, e das entrevistas semiestruturadas pretendeu-se compreender como pode a Gestão contribuir para a reestruturação e sustentabilidade de estruturas culturais e artísticas independentes. Para tal, recorreu-se ao Star Model™ de Jay Galbraith como ferramenta de diagnóstico organizacional, permitindo uma análise integrada dos principais eixos da estrutura interna da companhia. Em complemento, foi utilizado o Sistema de Controlo de Gestão de Robert Anthony, com o intuito de interpretar os mecanismos de supervisão, responsabilidade e tomada de decisão, evidenciando a distribuição de funções e os níveis hierárquicos da organização. A análise demonstrou que, apesar de desenhados para contextos empresariais, ambos os modelos são adaptáveis ao sector artístico, desde que interpretados criticamente e ajustados às suas especificidades. A Seiva Trupe, atravessando um período de fragilidade estrutural e indefinição estratégica, revelou com clareza as limitações de um sistema assente em práticas informais, ausência de delegação eficaz e fraca articulação entre os órgãos legais e a companhia artística. O Relatório conclui com uma Proposta de aplicação adaptada do Star Model™, defendendo a criação de um espaço colaborativo entre Gestão e Cultura, onde possam emergir novas Práticas e Políticas Culturais mais coerentes com a realidade das estruturas artísticas em Portugal.
This Internship Report proposes a critical and applied analysis of the organizational structure of Seiva Trupe Teatro Vivo, C.R.L., one of Portugal's oldest theater companies, based on theoretical models from Management. Through the direct experience of the Curricular Internship (November 2024 April 2025), participatory observation and semistructured interviews, the aim was to understand how Management can contribute to the restructuring and sustainability of independent cultural and artistic structures. For this purpose, Jay Galbraith's Star Model™ was used as an organizational diagnostic tool, allowing an integrated analysis of the main axes of the company's internal structure. In addition, Robert Anthony's Management Control System was used to interpret the mechanisms of supervision, responsibility and decisionmaking, highlighting the distribution of functions and hierarchical levels in the organization. The analysis showed that, although designed for business contexts, both models are adaptable to the arts sector, provided they are interpreted critically and adjusted to its specificities. Seiva Trupe, going through a period of structural fragility and strategic uncertainty, clearly revealed the limitations of a system based on informal practices, a lack of effective delegation and poor coordination between the legal bodies and the artistic company. The Report concludes with a proposal for an adapted application of the Star Model™, advocating the creation of a collaborative space between Management and Culture, where new Cultural Practices and Policies can emerge that are more coherent with the reality of artistic structures in Portugal.
This Internship Report proposes a critical and applied analysis of the organizational structure of Seiva Trupe Teatro Vivo, C.R.L., one of Portugal's oldest theater companies, based on theoretical models from Management. Through the direct experience of the Curricular Internship (November 2024 April 2025), participatory observation and semistructured interviews, the aim was to understand how Management can contribute to the restructuring and sustainability of independent cultural and artistic structures. For this purpose, Jay Galbraith's Star Model™ was used as an organizational diagnostic tool, allowing an integrated analysis of the main axes of the company's internal structure. In addition, Robert Anthony's Management Control System was used to interpret the mechanisms of supervision, responsibility and decisionmaking, highlighting the distribution of functions and hierarchical levels in the organization. The analysis showed that, although designed for business contexts, both models are adaptable to the arts sector, provided they are interpreted critically and adjusted to its specificities. Seiva Trupe, going through a period of structural fragility and strategic uncertainty, clearly revealed the limitations of a system based on informal practices, a lack of effective delegation and poor coordination between the legal bodies and the artistic company. The Report concludes with a proposal for an adapted application of the Star Model™, advocating the creation of a collaborative space between Management and Culture, where new Cultural Practices and Policies can emerge that are more coherent with the reality of artistic structures in Portugal.
Descrição
Palavras-chave
Produção teatral Star model Sistemas de controlo de gestão Seiva Trupe Gestão cultural Políticas culturais Theater production Management control system Cultural management Cultural policies
Contexto Educativo
Citação
Editora
Licença CC
Sem licença CC