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.

National Adaptation Programme of Action on Climate Change - 2008 - 2012

The archipelago of Cape Verde is made up of ten islands and nine islets and is located between latitudes 14º 28' N and 17º 12' N and longitudes 22º 40' W and 25º 22' W. It is located approximately 500 km from the Senegal coast in West Africa (Figure 1). The islands are divided into two groups: Windward and Leeward. The Windward group is composed of the islands of Santo Antão, São Vicente, Santa Luzia, São Nicolau, Sal and Boavista; and the Leeward group is composed of the islands Maio, Santiago, Fogo and Brava. The archipelago has a total land surface of 4,033 km2 and an Economic Exclusive Zone (ZEE) that extends for approximately 734,000 km2. In general, the relief is very steep, culminating with high elevations (e.g. 2,829 m on Fogo and 1,979 m on Santo Antão). The surface area, geophysical configuration and geology vary greatly from one island to the next. Cape Verde, due to its geomorphology, has a dense and complex hydrographical network. However, there are no permanent water courses and temporary water courses run only during the rainy season. These temporary water courses drain quickly towards the main watersheds, where, unless captured by artificial means, continue rapidly to lower areas and to the sea. This applies equally to the flatter islands. The largest watershed is Rabil with an area of 199.2 km2. The watershed areas on other islands extend over less than 70 km2. Cape Verde is both a least developed country (LDC) and a small island development state (SIDS). In 2002, the population of Cape Verde was estimated at approximately 451,000, of whom 52% were women and 48% men. The population was growing at an average 2.4% per year, and the urban population was estimated at 53.7 %. Over the past 15 years, the Government has implemented a successful development strategy, leading to a sustained economic growth anchored on development of the private sector and the integration of Cape Verde into the world economy. During this period, the tertiary sector has become increasingly important, with strong growth in the tourism, transport, banking and trade sectors. Overall, the quality of life indicators show substantial improvements in almost all areas: housing conditions, access to drinking water and sanitation, use of modern energy in both lighting and cooking, access to health services and education. Despite these overall socio-economic successes, the primary sector has witnessed limited progress. Weak performance in the primary sector has had a severe negative impact on the incomes and poverty risks faced by rural workers1. Moreover, relative poverty has increased significantly during the past decade. The poverty profile shows that: (i) extreme poverty is mostly found in rural areas, although it has also increased in urban areas; (ii) poverty is more likely to occur when the head of the household is a woman; (iii) poverty increases with family size; (iv) education significantly affects poverty; (v) the predominantly agricultural islands of Santo Antão and Fogo have the highest poverty rates; (vi) unemployment affects the poor more than the nonpoor; (vii) agriculture and fisheries workers are more likely to be poor than those in other sectors. Therefore, the fight against poverty and income inequalities remains one of the greatest challenges for Cape Verde authorities. The various governments of Cape Verde over the last decade have demonstrated a commitment to improving governance, notably by encouraging a democratic culture that guarantees stability and democratic changes without conflicts. This democratic governance offers a space for a wider participation of citizens in public management and consolidates social cohesion. However, there are some remaining challenges related to democratic governance and the gains must be systematically monitored. Finally, it is worth emphasizing that the country’s insularity has stimulated a movement to decentralized governance, although social inequalities and contrasts from one island to the next constitute, at the same time, challenges and opportunities.

Building adaptive capacity and resilience to climate change in the water sector in Cape Verde

Purpose of the evaluation This is a scheduled standard mid-term evaluation (MTR) of a UNDP implemented GEF LDCF co-financed project. It is conducted by a team of an international and a national independent evaluator. The objective of the MTR, as set out in the Terms of Reference (TORs; Annex 1), is to provide an independent analysis of the progress of the project so far. The MTR aims to:  identify potential project design problems,  assess progress towards the achievement of the project objective and outcomes,  identify and document lessons learned (including lessons that might improve design and implementation of other projects, including UNDP-GEF supported projects), and  make recommendations regarding specific actions that should be taken to improve the project. The MTR is intended to assess signs of project success or failure and identify the necessary changes to be made. The project commenced its implementation in the first half of 2010 with the recruitment of project staff. According to the updated project plan, it is due to close in July 201410 with operations scaling down in December 2013 due to funding limits. Because of a slow implementation start, the mid-term evaluation was delayed to July 201311 The intended target audience of the evaluation are:  The project team and decision makers in the INGRH  The GEF and UNFCCC Operational Focal Points  The project partners and beneficiaries  UNDP in Cape Verde as well as the regional and headquarter (HQ) office levels  The GEF Secretariat.