Governança nos conselhos diretores das redes sociais: estudo de caso no forum de entidades empresariais de Santa Maria RS

Abstract

The present work of research is motivated by the following question: "Which are the practical ones that the managing advice in the exercise of the governança in the institutions characterize efficient that compose the Fórum das Entidades Empresariais de Santa Maria- RS". Considering itself that the organizations of the third sector come being stimulated to act as catalytic of the demands of the society and to collaborate with the State in the brainstorming, each time more is stimulated if to look in the enterprise organizations, to professionalize its performance and to adopt techniques and values of enterprise management. It is common sense today to affirm that the perfectioning of the management abilities is the main challenge so that the sector fulfills its paper in the society. It is looked, then, as objective generality to evaluate the performance of the managing advice in 6 dimensions of abilities: contextual, educational, analytical, strategical, interpersonal and politics. For the gotten depositions of 10 managing advice, in the survey of the data in which a suitable questionnaire of the model of abilities was used developed by CHAIT et al. (1996), it was observed that the most used for the advice in the exercise of the governança they are the abilities interpersonal, contextual politics and, with following the practical ones: explanation of the mission, culture, philosophy of the organization to the new council members; promotion of lectures and courses to educate and to enable the council members; world-wide and local quarrel on facts and trends and changes in the characteristics and necessity of the constituent public; analysis of economic, financial, legal and social the risks of the taken decisions; treatment of crucial questions for the majority of the council members; exposition of divergent opinions; resolution of divergences through information and consensus; accomplishment of meetings to evaluate the effectiveness of the work. It was evidenced, still, in the searched organizations an ample line of referring time to the year of foundation (1897 the 1995); coexistence advice (to fiscalize) and direction (to govern), reduced number of employees, regularity determined for accomplishment of meetings of the advice; bigger variability of performance of the advice in the strategical ability (100% and 20,62%) and minor variability in the interpersonal ability (87.40% and 53,60%); ample difference in ranking of performance of the advice in the 6 abilities (87.35% and 38,58%).