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Abstract(s)
O presente estudo tem como objetivo principal analisar e compreender a perceção de diferentes gestores de pequenas e médias empresas (PME) sobre o processo de coaching em contexto empresarial. Para o efeito realizou-se uma revisão de literatura sobre organizações, organizações positivas, clima e cultura organizacionais, formação profissional e sobre o coaching, tema central do estudo. Procurou-se, desta forma, enquadrar o processo de coaching no âmbito das organizações positivas, com uma cultura organizacional adaptativa e estimulante e com práticas formativas convergentes com o desenvolvimento profissional. A metodologia de investigação subjacente ao estudo é de cariz qualitativa, tendo-se utilizado como técnica de recolha de dados a entrevista semiestruturada. Para o efeito, foram realizadas cinco entrevistas a diferentes gestores de PME.
Pela análise dos discursos dos entrevistados, os planos de formação profissional das empresas, incidem em áreas técnicas e de desenvolvimento pessoal, verificando-se que apenas uma empresa utiliza o coaching como método de desenvolvimento profissional. As restantes empresas utilizam outros métodos de formação e desenvolvimento, verificando-se no discurso dos gestores uma valorização das soft skills. Os gestores entrevistados consideram o processo de feedback importante para o desenvolvimento profissional dos trabalhadores e admitem que um aspeto a melhorar na relação chefia-trabalhador é o processo de comunicação. A partir da pesquisa realizada é possível perceber que o coaching é uma prática conhecida, mas pouco praticada pelos gestores de PME entrevistados.
The main objective of this study is to analyze and understand the perception of different managers of small and medium-sized enterprises (SMEs) about the coaching process in a business context. For this purpose, a literature review was conducted on organisations, positive organisations, organisational climate and culture, vocational training and coaching, the central theme of the study. In this way, the coaching process was framed in the context of positive organizations, with an adaptive and stimulating organizational culture and with training practices that converge with professional development. The research methodology underlying the study is qualitative in nature, and the semi-structured interview was used as a data collection technique. For this purpose, five interviews were conducted with different SME managers. According to the analysis of the interviewees' speeches, the company's professional training plans focus on technical and personal development areas, noting that only one company uses coaching as a professional development method. The remaining companies use other training and development methods, and in the managers' discourse there is an appreciation of soft skills. The interviewed managers consider the feedback process important for the professional development of employees and admit that one aspect to be improved in the manager-employee relationship is the communication process. From the survey it is possible to see that coaching is a known practice, but little practiced by the interviewed SME managers.
The main objective of this study is to analyze and understand the perception of different managers of small and medium-sized enterprises (SMEs) about the coaching process in a business context. For this purpose, a literature review was conducted on organisations, positive organisations, organisational climate and culture, vocational training and coaching, the central theme of the study. In this way, the coaching process was framed in the context of positive organizations, with an adaptive and stimulating organizational culture and with training practices that converge with professional development. The research methodology underlying the study is qualitative in nature, and the semi-structured interview was used as a data collection technique. For this purpose, five interviews were conducted with different SME managers. According to the analysis of the interviewees' speeches, the company's professional training plans focus on technical and personal development areas, noting that only one company uses coaching as a professional development method. The remaining companies use other training and development methods, and in the managers' discourse there is an appreciation of soft skills. The interviewed managers consider the feedback process important for the professional development of employees and admit that one aspect to be improved in the manager-employee relationship is the communication process. From the survey it is possible to see that coaching is a known practice, but little practiced by the interviewed SME managers.
Description
Mestrado em IPB-ESTG e ASSOCIAÇÃO DE POLITÉCNICOS DO NORTE (APNOR): Instituto Politécnico do Cávado e do Ave, Instituto Politécnico de Viana do Castelo
Keywords
Cultura Coaching Competência Formação Desenvolvimento profissional