Diagnóstico da cultura organizacional real e desejada do instituto de pesos e medidas de São Paulo (IPEM/SP) segundo o Competing Value Model

Abstract

This research was developed considering the importance of making concrete organizational culture that characterizes the organizations, because the behavior expected of employees outlines directly influenced by the concept this concept, in other words, by the posture taken as valid and expected to achieve the objectives and organizational goals establishing itself as a selection criterion for the entry of new employees and professional longevity for members who are already part of the staff of the same. In light of this statement, the organizational culture emerges allowing recurrent behavior patterns are developed within organizations, these standards form the basis of predictable interactions within the organizations (Svyantek & Bott, 2002). The researches conducted by Quinn (1984) allowed the structure of the theoretical model of the Competing Value Model (CVM), tool for identifying culture that reflects the values which are competing each other in an attempt to establish common cultural traits, within a given context socialist, more particularly the corporate, seeking to establish themselves as characterizing their, a greater or lesser degree. Thus, it is possible to search for balance and transformation of organizational culture characterizing it, according Quinn (1984), in four types: 1) Group, 2) Innovative, 3) Rational and, 4) Hierarchical. In this light, it would be possible to identify the organizational culture in a Public Municipality through the use of such an instrument, once applied only to private enterprise? In the meantime, became interested in the diagnosis of the real and desired organizational culture of the headquarters of the Instituto de Pesos e Medidas do Estado de São Paulo (IPEM/SP). The hypothesis that guided our intention was that the Office’s organizational culture is characterized by highly hierarchical in nature, due to bureaucratic administrative practices, common in the State health. Such research goals are the studies of Santos (200), which introduced the use of that instrument as a tool for identifying the organizational culture of the National Textile Industry, adaptation being made to both the epistemological basis of reasoning in our study. The theoretical framework that supports our assertions is based also on studies of Pettigrew (1979), Schwartz & Davis (1981), Deal & Kenedy (1982), Schein (1984), Quinn & Mcgrath (1984), Sathe (1985), Barney (1986) and Svyantek & Bott (2002), which contributed relevant to understanding the concept of organizational culture in the international level. Starting from this premise, our intent was to use the results to propose a tool that supports and guides to good practice and management of Human Resource of the Institute, which is the body of consumer protection in the State of São Paulo. The methodology used is substantiated by the results of correlational analysis. The field research was the applications of the questionnaire proposed by Quinn (1984) along with 185 servers from headquarter of IPEM/SP, of which 47 were returned. For the processing and subsequent analysis were carried out the statistical test to calculate the simple average. During the association data, their confrontation demonstrated consistency with the hypothesis, since the higher score indicated the presence of hierarchical culture and the strength of the real culture institution, which, however, pointed out the group culture as a culture force in the desired institution. It also answers the initial question since the instrument was applied consistently to identify the culture in a Public Authority