"As you receive with one hand, so should you give with the other": the mutual-help practices of Cape Verdeans on the Lisbon periphery”

Rural Cape Verdeans employ a number of mutual-help practices to mitigate the uncertainties surrounding activities fundamental to their subsistence. One of these practices is djunta mon (‘to work together’), a loosely planned, non-monetized system of allocating labor at peak intervals during the growing season. By means of djunta mon, neighbors or family members work in each other’s fields until the tasks of every landowning participant are complete. Alongside djunta mon in rural Cape Verde exist a number of other non-remunerated mutual-help practices, such as djuda mutua (‘mutual help’) and laja kaza (‘to add concrete to one’s house’). While less visible than djunta mon, they are nonetheless important in completing tasks essential to rural life in the islands. In this thesis, I will attempt to show how Cape Verdean immigrants in Lisbon have adapted the mutual-help practices of rural Cape Verde to a new, transnational context. The iterations of these practices in Lisbon differ from their rural counterparts in that they involve fewer people, occur on a year-round basis, and are concerned primarily with domestic work. They also help people find employment, access childcare, secure interest-free credit, and construct or repair houses. I will argue that extensive mutual-help ties ensure Cape Verdean migrants in Lisbon a sufficient pool of family and friends upon which they can rely for support and assistance. An additional element I will explore is the perception among Cape Verdean immigrants that these mutual-help practices seem to be occurring with less frequency. While this shift is in part due to the availability of other means of support, I will contend that the changing attitude of Cape Verdeans towards mutual help is also due to their encountering neoliberal notions of ‘self-accountability.’ Thus, Cape Verdeans perceive that their mutual-help practices are in decline, while simultaneously needing the material support that they provide.

A influência dos líderes no processo de mudança organizacional: um estudo de caso

Esta dissertação tem por objectivo avaliar a eficácia do processo de mudança organizacional, através das acções dos líderes, da empresa que lidera o mercado de telecomunicações em Cabo Verde, que foi objecto de um processo de reestruturação, que consistiu essencialmente na implementação de um Sistema de Gestão da Qualidade (SGQ). A implementação do referido sistema é entendida, nesta dissertação, como um modelo de mudança organizacional. Para atingir os objectivos preconizados, foi realizado um estudo de caso que contempla uma análise qualitativa dos documentos da empresa e de dados recolhidos através de entrevistas realizadas no período compreendido entre Fevereiro e Agosto de 2010. O estudo procurou compreender o contributo das práticas de liderança para a eficácia da gestão da qualidade. Nesta perspectiva, importa salientar que o tipo de liderança identificado neste estudo de caso é a liderança transformacional, que tecnicamente é o adequado quando se pretende implementar mudanças profundas e que implicam uma redefinição da missão, visão e valores da organização. Importa referir ainda que vários estudos empíricos têm demonstrado de forma consistente, uma relação positiva entre a liderança transformacional e os indicadores de eficiência no trabalho. Procurou-se entender ainda se os líderes na condução do processo de mudança organizacional da empresa estudada, seguiram o modelo proposto por John P. Kotter para a implementação eficaz de mudanças nas organizações, comparando os oito passos propostos pelo autor com os ocorridos na empresa. A avaliação deste estudo de caso permitiu concluir que a essência do modelo foi aplicado. This paper intended to assess the effectiveness of the process of organizational change, through the actions of the leaders of the company that leads the telecommunications market in Cape Verde, which was involved in a restructuration process, covering mainly the implementation of a Quality Management System (QMS). The implementation of this system is understood in this case, as a model of organizational change. To achieve the proposed goals, we performed a case study based on a qualitative analysis of corporate documents and data collected through interviews conducted between February 2010 and August 2010. This study tried to understand the role of leadership practices for the effectiveness of the quality management. In this perspective, it should be noted that the type of leadership identified in this case study is the transformational one, which, technically, is the appropriate when trying to implement significant change, which imply a redefinition of the mission, vision and values of the organization. It should be noted also that several empirical studies have consistently demonstrated a positive relationship between transformational leadership and the performance indicators in the workplace. We also tried to understand if the leaders, in driving the process of organizational change in the company studied, followed the model proposed by John P. Kotter for implementing effective change in organizations, by comparing the eight steps proposed by the author with those verified in the company. The assessment of this case study allowed us to conclude that the essence of the model is applicable to this case.