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Prévia do material em texto

7HRULDV�GD�$GPLQLVWUDomR
Autoria: José Batista
 de Carvalho Filho
Tema 04
Teoria Geral de Sistemas, da Burocracia, Estruturalista e Comportamental
7HPD���
Teoria Geral de Sistemas, da Burocracia, Estruturalista e Comportamental
Autoria: José Batista de Carvalho Filho
Como citar esse documento:
CARVALHO FILHO, José Batista de. Teorias da Administração: Teoria Geral de Sistemas, da Burocracia, Estruturalista e Comportamental. Caderno 
de Atividades. Valinhos: Anhanguera Educacional, 2015.
Índice
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Pág. 20
Pág. 21 Pág. 23
Pág. 20
Pág. 17Pág. 16
ACOMPANHENAWEB
Pág. 3
CONVITEÀLEITURA
Pág. 3
PORDENTRODOTEMA
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Teoria Geral de Sistemas, da Burocracia, Estruturalista e Comportamental
4.1 – Introdução
I. Este tema será dividido em quatro teorias clássicas: i) a Teoria Geral de Sistemas (TGS), que tem como idealizador 
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4.2.3 Ideia de Sistema
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4.2.4 Exemplos de Sistemas
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4.2.5 Estrutura dos Sistemas
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os elementos de entrada em resultados.
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4.2.6 Aprendendo a usar o enfoque sistêmico.
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4.3 Teoria da Burocracia
2�VRFLyORJR�DOHPmR��FLHQWLVWD�SROtWLFR�H�HFRQRPLVWD�0D[�:HEHU�������±�������FRQVHJXLX�ID]HU�FRP�TXH�VXD�WHRULD�
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FRQWULEXLo}HV�GH�:HEHU�VmR�GH�HQRUPH�LPSRUWkQFLD�SDUD�R�ERP�IXQFLRQDPHQWR�GDV�RUJDQL]Do}HV�
Quando se fala em burocracia��D�SULPHLUD�LGHLD�TXH�YHP�j�PHQWH�p�D�GD�SRVVLELOLGDGH�GH�DOJR�HPSHUUDGR�H�GLItFLO�GH�
PRYHU��2�H[FHVVR�GH�URWLQD�H�UHJUDV�OHYD�D�RUJDQL]DomR�D�XPD�VpULH�GH�DWLYLGDGHV�LQ~WHLV�H�j�FRPRGLGDGH��VHP�OLEHUGDGH�
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SHUPDQHFHP�DSHQDV�SRU�XP�SHUtRGR�QDV�HPSUHVDV�DR�SDVVR�TXH�HVWDV�FRQWLQXDP�H[LVWLQGR��3RUWDQWR��QmR�p�FRUUHWR�
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PORDENTRODOTEMA
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II. ,PSHVVRDOLGDGH�� SHVVRDV� RFXSDP� FDUJRV� RX� SRVLo}HV� IRUPDLV�� $� REHGLrQFLD� p� GHYLGD� DRV� FDUJRV�� QmR� DRV�
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III. 3UR¿VVLRQDOLVPR��DV�EXURFUDFLDV�VmR�IRUPDGDV�SRU� IXQFLRQiULRV��2V�IXQFLRQiULRV�VmR�UHPXQHUDGRV��REWHQGR�RV�
PHLRV�SDUD�VXD�VXEVLVWrQFLD�
As ideias de 0D[�:HEHU DLQGD�GHIHQGHP�TXH�R�SULQFLSDO�PRWLYR�SDUD�D�H[LVWrQFLD�GDV�RUJDQL]Do}HV�p�R�IDWR�GH�TXH�
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funcionários.
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5. 5HJLVWURV��WRGRV�RV�FRQKHFLPHQWRV�UHOHYDQWHV�GD�YLGD�GD�RUJDQL]DomR�HPSUHVDULDO�GHYHP�VHU�GRFXPHQWDGRV�
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PORDENTRODOTEMA
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(P�VtQWHVH��D�7HRULD�GH�:HEHU�DSUHVHQWD�RV�VHJXLQWHV�SRQWRV�UHOHYDQWHV�
a) &DUDFWHUtVWLFDV�DGPLQLVWUDWLYDV��UHJUDV��LPSHVVRDOLGDGH��GLYLVmR�GH�WUDEDOKR��KLHUDUTXLD��HVWUXWXUD�GH�DXWRULGDGH�H�
racionalidade.
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c) 9DQWDJHQV��FRQVLVWrQFLD�H�H¿FLrQFLD�
d) 'HVYDQWDJHQV��PXLWD�ULJLGH]��OHQWLGmR��GHVSHUVRQDOL]DomR�GR�UHODFLRQDPHQWR��UHVLVWrQFLD�D�PXGDQoDV��H[FHVVR�GH�
IRUPDOLVPR�H�SDSHOyULR��LPSHUDWLYR�WHFQROyJLFR�H�DPELHQWH�WXUEXOHQWR�
4.4 Teoria Estruturalista
1HVWH�LWHP�YRFr�YDL�LGHQWL¿FDU�DV�FDUDFWHUtVWLFDV�EiVLFDV�GD�7HRULD�(VWUXWXUDOLVWD��DOpP�GH�SURFXUDU�HQWHQGHU�D�SURSRVWD�
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reduzido, mas não eliminado.
PORDENTRODOTEMA
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RUJDQL]DomR� H� QmR� GR� LQGLYtGXR�� R� TXH� HQULTXHFH� R� FDPSR�GH� DQiOLVH��(P�VHJXQGR� OXJDU�� RV� WHPDV� FRPR� FRQÀLWR��
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I. 7DQWR�D�RUJDQL]DomR�IRUPDO�TXDQWR�D�LQIRUPDO�H�VXDV�LQWHU�UHODo}HV�
II. 2�REMHWLYR�H�R�DOFDQFH�GRV�JUXSRV�LQIRUPDLV�GHQWUR�H�IRUD�GD�RUJDQL]DomR��
III. 2V�QtYHLV�KLHUiUTXLFRV�PDLV�DOWRV�H�RV�PDLV�EDL[RV�GD�RUJDQL]DomR�
IV. 5HFRPSHQVDV�PDWHULDLV�H�QmR�PDWHULDLV��
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4.5 Enfoque Comportamental
4.5.1 Introdução
'HVGH�R� LQtFLR�GD�PRGHUQD�VRFLHGDGH� LQGXVWULDO��¿FRX�FODUR�TXH�D�SURGXWLYLGDGH�H�R�GHVHPSHQKR�GDV�RUJDQL]Do}HV�
GHSHQGHP�WDPEpP�GR�FRPSRUWDPHQWR�GDV�SHVVRDV�H�QmR�DSHQDV�GD�H¿FLrQFLD�WpFQLFD�GRV�SURFHVVRV��3DUD�TXHP�DGRWD�
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WHP�GRLV�WHPDV�EiVLFRV�GH�HVWXGR��TXH�HVWmR�HQJOREDGRV�GHQWUR�GD�LGHLD�GH�FRPSRUWDPHQWR�RUJDQL]DFLRQDO�
��� $V�FDUDFWHUtVWLFDV�TXH�GLIHUHQFLDP�DV�SHVVRDV�XPDV�GDV�RXWUDV�
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VH�SUHRFXSDUDP�FRP�D�VHOHomR�H�R�WUHLQDPHQWR�GH�SHVVRDO��$�¿JXUD�PDLV�LPSRUWDQWH�GHVVH�PRYLPHQWR�p�R�DOHPmR�+XJR�
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organizacional. São elas:
I. &DGD�FLrQFLD�GLVFLSOLQD�R�FDPSR�GH�FRQKHFLPHQWR�H�RIHUHFH�XPD�FRQWULEXLomR�HVSHFLDOL]DGD�SDUD�FDGD�XP�GRV�
WHPDV�TXH�LQWHUHVVDP�DR�HQIRTXH�FRPSRUWDPHQWDO�
II. 1HQKXPD�FLrQFLD�WHP�D�SURSULHGDGH�H[FOXVLYD�GH�DVSHFWRV�HVSHFt¿FRV�GR�FRPSRUWDPHQWR�RUJDQL]DFLRQDO��SRUTXH�
DV�IURQWHLUDV�HQWUH�HODV�QmR�VmR�PXLWR�FODUDV��([HPSOR��OLGHUDQoD�H�SRGHU��VRFLRORJLD�H�FLrQFLD�SROtWLFD�
III. 0XLWRV� DVSHFWRV� GR� FRPSRUWDPHQWR� KXPDQR� QmR� VmR� REVHUYiYHLV� GLUHWDPHQWH� QHP� SDVVtYHLV� GH� GH¿QLomR�
LQTXHVWLRQiYHO�� 3HUVRQDOLGDGH�� LQWHOLJrQFLD�� DWLWXGHV� H� VHQWLPHQWRV� VmR� FRPSRUWDPHQWRV� GLItFHLV� GH� VHUHP�
mensurados.
IV. 1mR�Ki�YHUGDGHV�DEVROXWDV�H�PXLWR�PHQRV�FRQKHFLPHQWRV�GH¿QLWLYRV�VREUH�R�FRPSRUWDPHQWR�KXPDQR�GH�IRUPD�
geral. 
PORDENTRODOTEMA
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4.5.2 As ciências comportamentais consideradas são: 
I. 3VLFRORJLD��DQiOLVH�QD�SHUVSHFWLYD�GR�LQGLYtGXR��$QDOLVD�D�DSUHQGL]DJHP�FRJQLWLYD��D�SHUVRQDOLGDGH��D�OLGHUDQoD��D�
PRWLYDomR��R�SURFHVVR�GH�WRPDGD�GH�GHFLV}HV��D�VHOHomR�GH�SHVVRDO��R�QtYHO�GH�stress e a qualidade de vida.
II. 6RFLRORJLD�� QD� SHUVSHFWLYD� GD� HTXLSH�� GHVHQYROYH� HVWXGRV� VREUH� GLQkPLFD� GH� JUXSR�� WHRULD� GDV� RUJDQL]Do}HV��
SRGHU��FRQÀLWR��FRPSRUWDPHQWR�GRV�JUDQGHV�JUXSRV�
III. 3VLFRORJLD�VRFLDO��QD�SHUVSHFWLYD�GD�RUJDQL]DomR�H�GRV�VLVWHPDV��'HVHQYROYH�WHRULDV�VREUH�GLQkPLFD�GH�JUXSR��
OLGHUDQoD��SUHYHQomR��SURFHVVR�GH�GHFLVmR�HP�SHTXHQRV�JUXSRV�H�PXGDQoD�GH�DWLWXGHV�
IV. $QWURSRORJLD��QD�SHUVSHFWLYD�GD�RUJDQL]DomR�H�GRV�VLVWHPDV��7UDEDOKD�DVSHFWRV�UHODFLRQDGRV�j�FXOWXUD�RUJDQL]DFLRQDO�
H�DR�DPELHQWH�RUJDQL]DFLRQDO�
V. &LrQFLD�3ROtWLFD��QD�SHUVSHFWLYD�GD�RUJDQL]DomR�H�GRV�VLVWHPDV��&XLGD�GH�DVSHFWRV�UHODFLRQDGRV�D�SRGHU��FRQÀLWR��
SROtWLFD��UHODo}HV�HQWUH�RUJDQL]DomR�H�SRGHUHV�
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andar. 
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4.5.6 Modelo de Fiedler: cumpre destacar a visão de Fiedler ao entender que as situações que os líderes enfrentam 
podem ser avaliadas em termos de três características, que permitem observar o grau de favorabilidade da 
situação para o líder:
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mais intensa deve ser a orientação para o relacionamento. O inverso também é verdadeiro.
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