| dc.description.abstract | Due to the growing use of teams in the productive environment, both by national and international companies, and to the constant search for productivity, understanding the current and modern productive environment has become essential, especially because the team work is closely associated with men and their different behaviors, which are responsible for organizational productivity. Whereas there are different teams performances in the productive environment, and that they are composed of individuals with different behaviors, and those behaviors that characterize a type of man the hypothesis that permeated this study was set up: in the teams with better performance there is a predominance of a model of man, this model may be different between the teams. For this reason a study of the teams of an industry, which has a team management all over its organizational structure, was taken. The industry works in the area of home appliances inside Paraná State, located in Pato Branco town: Atlas Eletrodomésticos Ltda. The company belongs to one of the biggest home appliances industries in the country, employing approximately 1250 employees and daily production of thousands of appliances in three Brazilian states. The technical procedure adopted was the case study and involved the application of semi-structured interviews, non-participant observations, as well as three questionnaires for a population composed of 130 team members. The first questionnaire was the scale of maturities of Dyer (1995) and aimed to assess the maturity of the teams and identify it in the curve of team performance from Katzenbach and Smith (1994), the second questionnaire was developed by researchers in this search and aimed to determine the type of man who represents each member of the team, and the third questionnaire was the scale of readiness or maturity by Hersey and Blanchard (1986) and aimed to assess the maturity of individual members of teams. At least thirty-seven groups or working teams have been identified and mapped and nineteen of those did not comply with the definition of team adopted as the cutoff for this study. The results with Dyer scale (1995) show that the eighteen mapped teams present a high degree of maturity, classifying five teams in potential and thirteen real or genuine teams, and from those last ones, two have been characterized as high-performance teams. The results of the second questionnaire showed that the models of man are distributed in teams with the most different formation covering all types of man that the developed instrument by researchers was proposed to map. The results with the scale of readiness or maturity by Hersey and Blanchard (1986) highlighted that the members of the mapped teams have, in general, a high degree of maturity in relation to their ability and willingness to fulfill their main task at work. The results of the correlation model between man X maturity of the individual showed that the individual mature is not linked to the behaviors of a particular type of man. From the economic to the complex man the distribution of maturities is not presented in a uniform manner, as presented by Hersey and Blanchard (1986). The results of the correlation models of man X maturity of the teams highlighted that the hypothesis that permeated the research is valid, because the teams in which there is a predominance of one type of man, the performance of the team tends to be higher. From the viewpoint of Norbert Elias, the results in teams under study showed that having less multi-personal levels, fewer members with different behaviors, the relationship of interdependence tend to have more quality, creating an identity of the team and encouraging the performance of it in the productive environment. | |
