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Mudança de rota
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Authors
Advisor(s)
Abstract(s)
Fundado num estudo de caso sobre a TAP Air Portugal, a empresa pública nacional do sector
da aeronáutica, este artigo pretende comunicar o binómio constituído por processos planeados e emergentes
na gestão da mudança organizacional.
Nas últimas décadas, a TAP Air Portugal vinha acumulando prejuízos constantes, desmotivação nos
seus colaboradores e instabilidade laboral permanente.
Com a chegada de uma nova equipa de gestão liderada por Fernando Pinto em 2000, o cenário parece
ter-se invertido. O papel do líder, o estilo de gestão, as tácticas de negociação e o fomento de uma
visão corporativa são debatidos. Através de um plano minuciosamente projectado e comunicado a
toda a organização, observou-se uma mudança cultural alicerçada em objectivos comummente partilhados.
Restaurada a confiança dos colaboradores, a empresa retomou a rota desejada.
This article offers a case study of change management in the major Portuguese airline company, the TAP Air Portugal. Like other organizations operating in the aeronautic industry, TAP has been struggling for survival. As a result of globalization, merges, fusions and privatizations, nowadays companies are compelled to change in order to be competitive. Until recently, TAP has accumulated continuous losses, its workers were unmotivated and the political behaviours were permanent and disruptive. However, with the arrival of Fernando Pinto’s management team in 2000, the financial results improved every year and the workforce became more committed and confident. The influence of the new management style, its negotiation and communication methods are analysed as well as the leader’s role. From our findings, we can only suggest that to succeed, one should try to integrate emergent and planned change processes.
This article offers a case study of change management in the major Portuguese airline company, the TAP Air Portugal. Like other organizations operating in the aeronautic industry, TAP has been struggling for survival. As a result of globalization, merges, fusions and privatizations, nowadays companies are compelled to change in order to be competitive. Until recently, TAP has accumulated continuous losses, its workers were unmotivated and the political behaviours were permanent and disruptive. However, with the arrival of Fernando Pinto’s management team in 2000, the financial results improved every year and the workforce became more committed and confident. The influence of the new management style, its negotiation and communication methods are analysed as well as the leader’s role. From our findings, we can only suggest that to succeed, one should try to integrate emergent and planned change processes.
Description
Keywords
Mudança Liderança Gestão Confiança Visão Change Leadership Management Trust Vision
Citation
Comportamento Organizacional e Gestão, 11, 223-244
Publisher
Instituto Superior de Psicologia Aplicada