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Abstract(s)
A Cultura Organizacional, indissociável do estudo da Comunicação Interna, é um tema intemporal
e o seu escrutínio, ao longo dos anos, visa perceber quais as variáveis que alteram esta cultura no
seio das organizações e quais são os impactos diretos e indiretos das culturas positivas e negativas
nos colaboradores. Problemáticas como o papel da Liderança e Gestão de Pessoas ganham
relevância, no sentido de se analisar o reflexo da interação dos cargos de chefia e chefias
intermédias na cultura e nas teias comunicativas das organizações. A par da contínua relevância
destes temas, revela-se pertinente o estudo dos Novos Modelos de Trabalho e, em especial, das
práticas de Teletrabalho, atendendo a intensificação destas práticas nas organizações – em especial
após a pandemia mundial da COVID-19.
Deste modo, o presente estudo, em contexto de Relatório de Estágio, pretende analisar os domínios
da Cultura Organizacional e do Teletrabalho tendo em vista perceber os efeitos que decorrem da
sua análise conjunta. Se, por um lado, o objetivo do presente relatório passa por analisar estes dois
domínios de forma separada, fazendo-os confluir à posteriori, por outro, o grande objetivo deste
estudo passa por perceber se houve um impacto na cultura organizacional da empresa específica -
Llorente y Cuenca (LLYC) Portugal, após a implementação de um modelo de teletrabalho. De
forma clara, o presente relatório consiste num Estudo de Caso que visa analisar o impacto do
teletrabalho na cultura organizacional da LLYC, em território nacional.
A metodologia utilizada no presente estudo é de cariz exclusivamente qualitativo. Na etapa
exploratória é realizada a Revisão da Literatura, feita uma Observação Participante ao nível da
Comunicação Interna da organização e realizadas Entrevistas Exploratórias a dois membros do
quadro diretivo da LLYC. Já numa fase subsequente, em que foi realizada uma análise primária,
foram feitas Entrevistas em Profundidade a doze colaboradores da LLYC Portugal, com o propósito
de se perceber os componentes, papéis e dimensões da cultura da empresa, de analisar as lideranças
e lideranças intermédias aos olhos destes, perceber como percecionam as ferramentas de
comunicação interna existentes, que vantagens e desvantagens estão associadas ao modelo de
teletrabalho implementado na organização, bem como se este se traduz numa melhoria da qualidade
de vida. E, por fim, com o propósito de perceber afinal se existiu uma alteração na cultura da
empresa, fruto da implementação deste novo modelo de trabalho. Após a triangulação dos vários
dados obtidos, é possível inferir que, para a maioria dos colaboradores, existiu uma alteração na
cultura da LLYC, após a implementação de um modelo de teletrabalho (modelo híbrido).
The Organisational Culture, inseparable from the study of Internal Communication, is a timeless theme and its scrutiny, over the years, aims to understand which variables change this culture within organisations and which are the direct and indirect impacts of positive and negative cultures on employees. Issues such as the role of Leadership and People Management are gaining relevance, in order to analyse the reflection of the interaction of managerial and middle management positions in the culture and communicative webs of organisations. Alongside the continued relevance of these themes, the study of New Working Models and, in particular, Teleworking practices, is relevant, given the intensification of these practices in organisations - especially after the worldwide pandemic of COVID-19. In this way, this study, in the format of an Internship Report, intends to analyse the domains of Organisational Culture and Telework, merging them, in order to understand the effects that arise from their joint analysis. If, on the one hand, the aim of this report is to analyse these two domains separately, bringing them together after, on the other hand, the main objective of this study is to understand if there was an impact on the organisational culture of Llorente y Cuenca (LLYC) Portugal, after the implementation of a telework model. Clearly, this report consists in a Case Study that aims to analyse the impact of teleworking in the organizational culture of LLYC in Portugal. The methodology used in this study is exclusively qualitative. In the exploratory stage, a Literature Review is carried out, a Participant Observation at the level of Internal Communication of the organisation is carried out and Exploratory Interviews are conducted with two members of the management board of LLYC. In a subsequent phase, in which a primary analysis was carried out, In-Depth Interviews were conducted with twelve employees of LLYC Portugal, with the purpose of understanding the components, roles and dimensions of the culture of the company, of analysing the leadership and middle management in their eyes, and of understanding how they perceive the existing tools of internal communication, which advantages and disadvantages are associated with the teleworking model implemented in the organisation, as well as if this translates into an improvement of the quality of life and, finally, with the purpose of finally understanding if there was a change in the culture of the company as a result of the implementation of this new work model. After the triangulation of the various data obtained, it is possible to infer that, for most employees, there was a change in the culture of LLYC after the implementation of a teleworking model (hybrid model).
The Organisational Culture, inseparable from the study of Internal Communication, is a timeless theme and its scrutiny, over the years, aims to understand which variables change this culture within organisations and which are the direct and indirect impacts of positive and negative cultures on employees. Issues such as the role of Leadership and People Management are gaining relevance, in order to analyse the reflection of the interaction of managerial and middle management positions in the culture and communicative webs of organisations. Alongside the continued relevance of these themes, the study of New Working Models and, in particular, Teleworking practices, is relevant, given the intensification of these practices in organisations - especially after the worldwide pandemic of COVID-19. In this way, this study, in the format of an Internship Report, intends to analyse the domains of Organisational Culture and Telework, merging them, in order to understand the effects that arise from their joint analysis. If, on the one hand, the aim of this report is to analyse these two domains separately, bringing them together after, on the other hand, the main objective of this study is to understand if there was an impact on the organisational culture of Llorente y Cuenca (LLYC) Portugal, after the implementation of a telework model. Clearly, this report consists in a Case Study that aims to analyse the impact of teleworking in the organizational culture of LLYC in Portugal. The methodology used in this study is exclusively qualitative. In the exploratory stage, a Literature Review is carried out, a Participant Observation at the level of Internal Communication of the organisation is carried out and Exploratory Interviews are conducted with two members of the management board of LLYC. In a subsequent phase, in which a primary analysis was carried out, In-Depth Interviews were conducted with twelve employees of LLYC Portugal, with the purpose of understanding the components, roles and dimensions of the culture of the company, of analysing the leadership and middle management in their eyes, and of understanding how they perceive the existing tools of internal communication, which advantages and disadvantages are associated with the teleworking model implemented in the organisation, as well as if this translates into an improvement of the quality of life and, finally, with the purpose of finally understanding if there was a change in the culture of the company as a result of the implementation of this new work model. After the triangulation of the various data obtained, it is possible to infer that, for most employees, there was a change in the culture of LLYC after the implementation of a teleworking model (hybrid model).
Description
Keywords
Cultura organizacional Novos modelos de trabalho Teletrabalho Comunicação interna Liderança Gestão de pessoas Organisational culture New working models Teleworking Internal communication Leadership People management