As relações bi-unívocas entre a liderança e a cultura organizacional num serviço de imagiologia

Este estudo assenta nas relações entre liderança e cultura organizacional num serviço de imagiologia, entendendo-se, assim, que o papel do líder é fundamental para a orientação e o desenvolvimento do trabalho, através de condutas e estratégias que se adaptem às diversas situações. Deste modo, achou-se pertinente perceber o conceito de liderança, as suas abordagens teóricas e o modo como este conceito poderá ser posto em prática ao nível das instituições, contribuindo para fortalecer a comunicação e a cultura organizacional. No que respeita à cultura organizacional, esta resume-se a um conjunto de normas e comportamentos, os quais são utilizados pelas pessoas de forma a interagirem numa organização. Outra questão fundamental passa pela comunicação no seio da cultura organizacional, sendo um factor de extrema relevância, no que respeita à estrutura na sociedade e no funcionamento das organizações. Distinguem-se dois tipos de comunicação: a formal, uma comunicação sistemática; e a informal, uma comunicação assistemática. Em resumo, conclui-se que a liderança, movida pela comunicação, se trata de um processo em que as atitudes e os comportamentos dos líderes, bem como dos seus seguidores, incidem sobre a sua eficácia, a qual está, igualmente, dependente do contexto da cultura organizacional. ABSTRACT: This study builds on the relationship between leadership and organizational culture in a department of imaging, it being understood that, the role of leader is crucial to the direction and development of work, through pipelines and strategies that adapt to different situations. Thus, it is thought appropriate understand the concept of leadership, their theoretical approaches and how this concept could be implemented within the institutions, helping to strengthen communication and organizational culture. Regarding the organizational culture, this boils down to a number of norms and behaviours, which are used by people in order to interact in an organization. lt is assumed as a system of values, expressed through rituals, myths, beliefs and habits common to members of a particular institution, which produces widely accepted norms of behaviour by the group. Another key issue is through communication within the organizational culture, being a factor of extreme importance, with regard to the structure in society and the functioning of organizations. There are two types of communication: the formal, a systematic communication, and informally, a communications patchy. lt is through communication that are solved most problems, and is used to exploit many opportunities, managing organizational balanced life. ln summary, it appears that leadership, driven by communication, this is a process in which the attitudes and behaviours of leaders and their followers, focusing on its effectiveness, which is also dependent on context the organizational culture.

Shopper Centric Category Management in Convenience Stores: a Qualitative Study

The literature shows that category management is an important concept and tool for retailers and suppliers, but that there is a trend to move to a more shopper-centric category management approach, linked to the shoppermarketing approach. However, the knowledge on this issue is scarce on some retailing sectors, like convenience stores. The present study is focused on convenience stores, with the main purpose of finding out to what extent non-major food retailers successfully adopt a shopper-centric category management. The study is relevant in order to evaluate if a more shopper-centric approach is adequate to smaller companies/stores. To accomplish that goal, an exploratory qualitative study was conducted among convenience store retailers and suppliers. Six semistructured face-to-face interviews were conducted with Commercial Directors and Trade Marketing Managers. This data was complemented with thirteen interviews with shopper marketing experts. The data was analyzed using thematic content analysis technique, identifying themes, categories, subcategories, units of meaning and relations. The results revealed that convenience store retailers use some of the principles and techniques of the shopper-marketing and shopper-centric category management approaches, which they do in a non-standardized and non-formal approach or process. Their suppliers (the manufacturers) do it in a more formal and structured manner, probably as a result of previous interaction with major supermarkets chains. Both direct and indirect evidences of a shopper-centric approach were found, which, however, were slight, discrete and not formal.