Universidade de Brasília Brasília, 13 de Março de 2026

Resumo do Componente Curricular

Dados Gerais do Componente Curricular
Tipo do Componente Curricular: MÓDULO
Unidade Responsável: DEPTO ADMINISTRAÇÃO (11.01.01.02.01)
Curso: MBA EM GESTÃO E GOVERNANÇA DE SEGURANÇA PÚBLICA/PPGA - EAD
Código: ADM0095
Nome: CULTURA E GESTÃO DA MUDANÇA
Carga Horária Prática: 0 h.
Carga Horária de Ead: 0 h.
Carga Horária Total: 15 h.
Pré-Requisitos:
Co-Requisitos:
Equivalências:
Excluir da Avaliação Institucional: Não
Matriculável On-Line: Sim
Horário Flexível da Turma: Sim
Horário Flexível do Docente: Não
Obrigatoriedade de Nota Final: Sim
Pode Criar Turma Sem Solicitação: Não
Necessita de Orientador: Não
Exige Horário: Sim
Permite CH Compartilhada: Não
Quantidade de Avaliações:
Ementa: Cultura nacional e cultura organizacional. Cultura e mudança nas Organizações. Fatores culturais que influenciam os processos de mudança nas organizações. Conceitos gerais sobre gestão de mudança organizacional. O processo de mudança organizacional: fases e estratégias. Reações dos stakeholders e participantes. Fatores de resistência à mudança. Prontidão para a mudança. Práticas de gestão da mudança. Papel dos líderes e dos agentes de mudança. O papel da gestão do clima como propulsor de mudanças organizacionais.
Conteúdo Programático:
Método de ensino-aprendizagem:
Bibliografia: Bibliografia Básica Gomes, J.F.S. & Lopes, M.P.L. (2006). Mudança Organizacional e Gestão dos Recursos Humanos, ou porque é que se muda para não mudar nada. FACES Revista de Administração, 5 (3), 57-63. Hernandez, J. M. C. & Caldas, M. P. (2001). Resistência à mudança: uma revisão crítica. Revista de Administração de Empresas, 1 (2), 31-45. Kotter, J. P. (2013). Liderando Mudanças. São Paulo: Editora Elsivier. Lima, S.M.V. & Bressan, C.L. (2003). Mudança Organizacional: uma introdução. Em: Lima, S. M. V. (org.). Mudança Organizacional: Teoria e Gestão. São Paulo: Editora FGV, 17-61. Machado, L.C.P. & Neiva, E.R. (2017). Práticas de gestão da mudança: impacto nas atitudes e nos resultados percebidos. Rev. Psicol., Organ. Trab. 17(1), 22-29. Doi: 10.17652/rpot/2017.1.12157. Neiva, E.R., Demo, G. & Macambira, M.O. (2016). Processos de mudança organizacional: diagnóstico, e monitoramento da gestão. In: Mendonça, H., Ferreira, M.C. & Neiva, E.R. (eds.). Análise e diagnóstico organizacional: teoria e prática (59-92), São Paulo: Editora Vetor. Nery, V. F., & Neiva, E. R. (2015). Variáveis de contexto e respostas à mudança organizacional: Testando o papel mediador das atitudes. Psicologia: Teoria e Pesquisa, 31(2), 259-268. Doi:10.1590/0102-37722015021968259268 Santos, J. N., Neiva, E.R. & Andrade-Melo, E.A. (2013). Relação entre clima organizacional, percepção de mudança organizacional e satisfação do cliente. Psicologia: Teoria e Pesquisa, 29 (1), 31-39. http://dx.doi.org/10.1590/S0102-37722013000100005. Silva, J. Vergara, S. C. (2003). Sentimentos, subjetividade e supostas resistências à mudança organizacional. Revista de Administração de Empresas, 43 (3), 10-21. Vieira, S.R.F. & Neiva, E.R. (2015). Redes sociales en el contexto de cambio organizacional. Interamerican Journal of Psychology, 49(3), 342-353. Bibliografia Complementar Aly, N. A.M., & El-Shanawany, S. M. (2016). Nurses’Organizational Trust: Its impacts on nurses’ attitudes towards change in critical care and toxicology units. International Journal of Information, Business and Management, 8 (4), 206-223. Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human relations, 46(6), 681-703. doi: 10.1177/001872679304600601 Balogun, J. (2006). Managing change: Steering a course between intended strategies and unanticipated outcomes. Long Range Planning, 39(2), 29-49. doi: 10.1016/j.lrp.2005.02.010. Barends, E., Janssen, B., Have, W., & Have, S. (2014). Difficult but doable: Increasing the internal validity of organizational change management studies. Journal of Applied Behavioral Science, 20(5), 1-5. doi: 10.1177/0021886313515614 Barratt-Pugh, L. & Bahn, S. (2015). HR strategy during culture change: Building change agency. Journal of Management & Organization, 21 (6), 741–754. doi:10.1017/jmo.2014.95 Battilana, J. & Casciaro, T. (2013). Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation, Management Science, 59(4), 819–836. Battilana, J., Gilmartin, M., Sengul, M., Pache, A.-C., & Alexander, J. (2010). Leadership competences for implementing planned organizational change. Leadership Quarterly, 21(3): 422-438. Bordia, P., Restubog, S. L. D., Jimmieson, N. L., & Irmer, B. E. (2011). Haunted by the past: Effects of poor change management history on employee attitudes and turnover. Group & Organization Management, 36(2), 191-222. doi:10.1177/1059601110392990 Bouckenooghe, D. (2010). Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature. The Journal of Applied Behavioral Science, 46(4), 500– 531. Buchanan, D., Fitzgerald, L., Ketley, D., Gollop, R., Jones, J. L., Lamont, S. S., & Whitby, E. (2005). No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews, 7(3), 189-205. Burke, W.W. (2011). A perspective on the field of organization development and change: The Zeigarnik effect. Journal of Applied Behavioral Science, 47(2), 143-167. doi: 10.1177/0021886310388161 Burke, W.W. (2014). Organization Change: Theory and Practice, 4th Edition, London: Sage Publications. Burkhardt, M. E. (1994) Social interaction effects following a technological change: a longitudinal investigation. Academy of Management Journal, 37(4), 869-897. Burkhardt, M. E., & Brass, D. J. (1990) Changing patterns or patterns of change: The effects of a change in technology on social network structure and power. (Technology, Organizations, and Innovation). Administrative Science Quarterly, 35(1), 104-124. Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002. doi: 10.1111/j.1467-6486.2004.00463.x Choi, M. (2011). Employees' attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500. doi: 10.1002/hrm.20434. Cinite, I., Duxbury, L. E., & Higgins, C. (2009). Measurement of perceived organizational readiness for change in the public sector. British Journal of Management, 20(2), 265-277. doi: 10.1111/j.1467-8551.2008.00582.x Dahl, M. S. (2011). Organizational change and employee stress. Management Science, 57(2), 240-256. Danisman, A. (2010). Good intentions and failed implementations: Understanding culture-based resistance to organizational change. European Journal of Work and Organizational Psychology, 19(2), 200-220. Elias, S. M. (2009). Employee Commitment in Times of Change: Assessing the Importance of Attitudes Toward Organizational Change. Journal of Management, 35(1), 37-55. doi: 10.1177/0149206307308910 Fugate, M., Kinicki, A. J., & Prussia, G. P. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psychology, 61: 1-36. Fugate, M., Prussia, G. E., & Kinicki, A. J. (2012). Managing employee withdrawal during organizational change: The role of threat appraisal. Journal of Management, 38(3), 890-914. doi:10.1177/0149206309352881 Giauque, D. (2015). Attitudes Toward Organizational Change Among Public Middle Managers. Public Personnel Management, 44(1), 70–98. DOI: 10.1177/0091026014556512. Grant, D., & Marshak R. J. (2011). Toward a discourse-centered understanding of organizational change. Journal of Applied Behavioral Science, 47(2), 204-235. doi: 10.1177/0021886310397612 Gulati, R. (1995). Social structure and alliance formation patterns: a longitudinal analysis. Administrative Science Quarterly, 40(4), 619-634 Hardy, C., & Thomas, R. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3), 322-331. doi: http://dx.doi. org/10.1016/j.scaman.2011.05.004 Heuvel, S. Freese, C., Schalk, R. & Assen, M. (2017). How change information influences attitudes toward change and turnover intention: The role of engagement, psychological contract fulfillment, and trust. Leadership & Organization Development Journal, 38(3), 398-418. https://doi.org/10.1108/LODJ-03-2015-0052 Hidayah, A. K., & Nurqamarani, A.S. (2018). Impact of Organizational Support and Employee’s Attitude Toward Organizational Change on Employee Performance: A Study at Forestry Agency Office in East Borneo. International Journal of Agriculture, Forestry and Plantation, 6, 1-10. Isabella, L. A. (1990). Evolving interpretations as a change unfolds: how managers construe key organizational events. Academy of Management Journal, 33 (1), 7-41. Jansson, N. (2013). Organizational change as practice: A critical analysis. Journal of Organizational Change Management, 26(6), 1003-1019. doi: http://dx.doi. org/10.1108/JOCM-09-2012-0152 Jian, G. (2011). Articulating circumstance, identity and practice: Toward a discursive framework of organizational changing. Organization, 18(1), 45-64. doi: 10.1177/1350508410373672 Kim, T.G., Hornung, S. & Rousseau, D. M. (2011). Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time. Journal of Management, 37(4), 1664-1693. Doi: http://dx.doi.org/10.1177/0149206310364243 Kin, T.M. & Kareem, O.A. (2017). Measuring teacher attitudes towards change: an empirical validation. International Journal of Management in Education, 11(4), 437–469. https://doi.org/10.1504/IJMIE.2017.086909. Lau, C. M., & Woodman, R. (1995). Understanding organizational change: a schematic perspective. Academy of Management Journal, 38(2), 537-54. Levay, C. (2010). Charismatic leadership in resistance to change. The Leadership Quarterly, 21(1), 127-143. doi: http://dx.doi.org/10.1016/j. leaqua.2009.10.010 Lines, R. (2005). The Structure and Function of Attitudes Toward Organizational Change. Human Resource Development Review, 4, 8-32. doi: 10.1177/1534484304273818. Madsen, S. R. (2003). A model for individual change: exploring its application to Human Resource Development. Human Resource Development Review, 2, 229-251. Neiva, E. R., & Paz, M. G. T. d. (2015). Panorama das pesquisas e publicações sobre mudança organizacional no Brasil. Rev. Psicol., Organ. Trab. 15 (3), 271-285. http://dx.doi.org/10.17652/rpot/2015.3.191 Neiva, E. R., & Paz, M. T. (2012). Percepção de mudança individual e organizacional: O papel das atitudes, dos valores, do poder e da capacidade organizacional. Revista de Administração, 47(1), 22-37. doi: 10.5700/rausp1023 Neiva, E. R., Garcia, M. R., & Paz, M. G. T. (2005). Attitudes Towards Organizational Change: Validation of a Scale. Psychology in Spain, 9, 81-90. Oreg, S., Vakola, M., & Armenakis, A. (2011). Change Recipients' Reactions to Organizational Change: A 60-Year Review of Quantitative Studies. The Journal of Applied Behavioral Science, 47(4), 461-524. doi:10.1177/0021886310396550 Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172-197. Piderit, S. K. (2000). Rethinking resistence and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794. Policarpo, R.V.S., Borges, R.S.G., & Almada, L. (2018). Liderança e reações individuais a mudança organizacional. Revista de Ciências Administrativas, 24 (2), 1-19. DOI: 10.5020/2318-0722.2018.7197. Rafferty, A. E., & Restubog, S. L. D. (2010). The impact of change process and context on change reactions and turnover during a merger. Journal of Management, 36(5), 1309-1338. doi:10.1177/0149206309341480 Raineri, A. B. (2011). Change management practices: Impact on perceived change results. Journal of Business Research, 64(3), 266-272. doi: http://dx.doi. org/10.1016/j.jbusres.2009.11.011 Rao, M. S. (2015). The tools and techniques of effective change management: Why some reformers succeed while others fail. Human Resource Management International Digest, 23(1), 35-37. doi: http://dx.doi.org/10.1108/ HRMID-12-2014-0163 Sande, O. A., Walela, K. B., & Wamukoya, O. (2015). Change management and performance of public secondary schools in Siaya sub county. International Journal of Scientific & Technology, 4(4), 162-174. Schwartz, D., Chase, C. C., Oppezzo, M. A., & Chin, D. B. (2011). Practicing versus inventing with contrasting cases: The effects of telling first on learning and transfer. Journal of Educational Psychology, 103(4), 759-775. Schwarz, G. M. & Bouckenooghe, D. (2017). A Collective Action Process Model for Attitudes to Organizational Change. Academy of Management Annual Meeting Proceedings 2017(1):10346. DOI: 10.5465/AMBPP.2017.332 Seo, M., Barrett, L. F., & Bartunek, J. M. (2004). The role of affective experience in work motivation. Academy of Management Review, 29, 423-439. Stanley, D.J., Meyer, J.P., & Topolnytsky, L. (2005). Employee cynicism and organizational change. Journal of Business and Psychology, 19, 429-459. Stensaker, I. G., & Langley, A. (2010). Change management choices and trajectories in a multidivisional firm. British Journal of Management, 21(1), 7-27. doi: 10.1111/j.1467-8551.2009.00657.x Susskind, A. M. (2007). Downsizing survivors' communication networks and reactions: A longitudinal examination of information flow and turnover intentions. Communication Research, 34(2), 156-184. Susskind, A. M., Miller, V. D., & Johnson, J. D. (1998). Downsizing and structural holes: their impact on layoff survivors' perceptions of organizational chaos and openness to change. Communication Research, 25(1), 30-34. Vakola, M. (2016). The reasons behind change recipients’ behavioral reactions: a longitudinal investigation. Journal of Managerial Psychology, 31(1), 202 – 215. doi: http://dx.doi.org/10.1108/JMP-02-2013-0058. Vakola, M.; Armenakis, A., & Oreg, S. (2013). Reactions to organizational change from an individual differences perspective: A review of empirical research (95-122). In: S. Oreg, A. Mitchel, R. Todnem By. (Editors). The psychology of organizational change: Viewing change from the employee’s perspective. Cambridge: Cambridge University Press. Van de Ven, A. H., & Sun, K. (2011). Breakdowns in implementing models of organization change. The Academy of Management Perspectives, 25(3), 58-74. doi: 10.5465/AMP.2011.63886530. Van de Ven, A. H., & Sun, K. (2011). Breakdowns in implementing models of organization change. The Academy of Management Perspectives, 25(3), 58-74. doi: 10.5465/AMP.2011.63886530. Vieira, S.R.F. & Neiva, E.R. (2015). Redes sociales en el contexto de cambio organizacional. Interamerican Journal of Psychology, 49(3), 342-353. Weiner, B. J. (2009). A theory of organizational readiness for change, Implementation Science, 4 (67), 1-9. Doi:10.1186/1748-5908-4-67 Whittle, A., Suhomlinova, O., & Mueller, F. (2010). Funnel of interests: The discursive translation of organizational change. The Journal of Applied Behavioral Science, 46(1), 16-37. doi: 10.1177/0021886309357538 Woodman, R. W. (2014). The science of organizational change and the art of changing organizations. The Journal of Applied Behavioral Science, 50(4), 463-477. Zhang, Y., & Rajagopalan, N. (2010), Once an outsider, always an outsider? CEO origin, strategic change, and firm performance. Strategic Management Journal, 31(3), 334-346. doi: 10.1002/smj.812.

SIGAA | Secretaria de Tecnologia da Informação - STI - (61) 3107-0102 | Copyright © 2006-2026 - UFRN - app18.sigaa18 v4.15.10.48