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with maximum impact and then extracting value from that information. * Scenario Testing and Visioning - These tools focus on the future of an organization, and enable imaginative and creative ideas to play a central role in developing and rolling out knowledge strategies Management Techniques * SECI Approach – Socialization (tacit knowledge sharing), Externalization (converting tacit to explicit), Combination (combining different types of explicit knowledge) and Internalization (converts explicit to tacit knowledge). * Blame versus Gain Behaviors – Focusing on what one gained from a mistake rather than blaming and discouraging people to share lessons learned from mistakes. * Reframing Matrix – Adjusting plan considering the different perspectives of the problem by reframing it in different ways. A successful KM strategy relies on careful selection and implementation of the available tools with a vision of generating a knowledge sharing culture within the organization. Selection of tools will depend on size and need for the organization. Such tools can yield great results if applied with a clear vision of the purpose of each tool and the overall vision of KM. Conclusion The article attempted to familiarize the reader with different aspects of KM. First the benefits and need for KM were discussed. Knowledge was then categorized into explicit, implicit and tacit categories. Then the challenges of KM were presented followed by discussion tools…

pelo Liceu de Artes e Ofícios de São Paulo. Atua como examinador do Prêmio Nacional da Qualidade da Fundação Nacional da Qualidade (PNQ/FNQ) e é diretor executivo da K.mind Liderança e Gestão, empresa de consultoria e treinamento. Possui experiência profissional nas áreas de desenvolvimento de lideranças, gestão da qualidade, programas de transformação organizacional, planejamento estratégico e gestão empresarial desenvolvida em empresas nacional e multinacionais. É docente no Curso…

no Brasil* José Calixto de Souza Pires** Kátia Barbosa Macêdo*** S U M Á R I O : 1. Introdução; 2. Os conceitos de cultura; 3. A cultura brasileira; 4. Diferentes abordagens em cultura organizacional; 5. A cultura organizacional em Schein e Hofstede; 6. Histórico das organizações públicas no Brasil; 7. Conceituando e caracterizando as organizações públicas; 8. Conclusões. S UMMARY : 1. Introduction; 2. Concepts of culture; 3. Brazilian culture; 4. Different approaches to…

organizações públicas no Brasil* José Calixto de Souza Pires** Kátia Barbosa Macêdo*** S U M Á R I O : 1. Introdução; 2. Os conceitos de cultura; 3. A cultura brasileira; 4. Diferentes abordagens em cultura organizacional; 5. A cultura organizacional em Schein e Hofstede; 6. Histórico das organizações públicas no Brasil; 7. Conceituando e caracterizando as organizações públicas; 8. Conclusões. S UMMARY : 1. Introduction; 2. Concepts of culture; 3. Brazilian culture; 4. Different…

Brazil. The data had been analyzed using Pagès psycho-dynamic approach and Lane´s graphical discourse analysis. It was found that the organization priorizes and emphatizes the affective relations, mutual confidence, loyalty, length of service and dedication and uses these as criteria for promotions. Managers- subordinates relations was marked by both authoritarianism and paternalism. Verbal communication and personal contacts were preferred. The decision process tended to be improvised,…

Chapman and Hall, Londres. Cook R., Chaganti, R., e Haksever, C. (1998), “Quality Practices of very small and Small Firms: A Study of Empowerment, Teamwork and Training”, 22nd National Small Business Consulting Conference, Santa Fé (New Mexico), 4-7 Fev. Crosby, P.B. (1980), Quality is Free – The Art of Making Quality Certain, Mentor, Nova Iorque. Crosby, P.B. (1989), Let’s talk about Quality, McGraw-Hill, Nova Iorque. Crosby, P.B. (1990), QUALIDADE falando sério,…

Alegre, ano 10, n. 13, p. 11-23, jan./jun. 2013 Disponível em: <http://seer2.fapa.com.br/index.php/arquivo> 11 Denise B. de Azevedo, Guilherme C. Malafaia, Eugenio Á. Pedrozo, Tania N. da Silva e Daniel A. Coronel Abstract Environmental management involves different stages and the Stakeholders Theory involves multiple actors and their interests, being, therefore, a multidimensional phenomenon. This double interdisciplinary need in dealing with this matter, together with an…

aventura dos nativos nos arquipélagos da Nova Guiné Melanésia. São Paulo : Abril, 1976. V. XLIII. MOTTA, F., CALDAS, M. (Org.). Cultura organizacional e cultura brasileira. São Paulo : Atlas, 1997. OLIVEIRA, M. A. Cultura de empresa : um estudo de caso. 1995. Dissertação (Mestrado em Antropologia Social) – Faculdade de Filosofia, Letras e Ciências Humanas, Universidade de São Paulo, 1995. SCHEIN, E. What is culture? In: FROST, P., MOORE, L., LOUIS, M. et al. (Org.). Reframing…

organizacional e cultura brasileira. São Paulo : Atlas, 1997. OLIVEIRA, M. A. Cultura de empresa : um estudo de caso. 1995. Dissertação (Mestrado em Antropologia Social) – Faculdade de Filosofia, Letras e Ciências Humanas, Universidade de São Paulo, 1995. RADA, A., VELASCO, H. La lógica de la investigación etnográfica . Madrid : Trotta, 1997. SAHLINS, M. Cultura e razão prática . Rio de Janeiro : Zahar, 1979. SCHEIN, E. What is culture? In: FROST, P., MOORE, L., LOUIS, M. et al. (Org.).…

discusses how it can provide one dimension along which the diverse disciplines relevant to the prevention of problems of human behavior can be integrated. Such integration should improve the ability of prevention science to reduce the incidence and prevalence of human behavior problems. KEY WORDS: consequences; parenting interventions; prevention science; reinforcement; selection. and maintained by the consequences of that organization at any given time. The principle provides a…