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Figura 1.1 Ð Contexto da Administra‹o Cient’fica

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Figura 1.2 Ð Caracter’sticas da Administra‹o Cient’fica

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Figura 1.4 Ð Contexto da Teoria Cl‡ssica

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Figura 1.5 Ð Fun›es Empresariais por Fayol

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Figura 1.6 Ð Caracter’sticas da Teoria Cl‡ssica

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Figura 1.7 Ð Contexto da Abordagem Human’stica

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Figura 1.9 Ð Caracter’sticas da Teoria das Rela›es Humanas

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Figura 1.10 Ð Problemas da Teoria das Rela›es Humanas

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Figura 1.11 Ð Contexto da burocracia no setor pœblico

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Formalidade Impessoalidade Profissionalismo

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¥ Comando Ž dos especialistas.
pressa em leis. tratamento.
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¥ Comunica‹o Ž ¥ Meritocracia.
¥ Administrador Ž especialista Ð
padronizada. ¥ Racionalidade.
no‹o de carreira.
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procedimentos. ™mico previs’vel.

Figura 1.12 Ð Caracter’sticas da Burocracia

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 45/634

verticalizada, /# 30#+ #. '!$4.1!. .<% 7%(#'#. /# $T20+# U7%2% '# 84!&#&304# %0

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em leis e regras aplic‡veis a todosC
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tid‹o, 2%4. $%/8!$!(%. %. defeitos do modelo U30! $8#(#(%. '! '4.90/B1!. '#
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/DEA)'(F#$%&'%G7)'(HFI$?F7?4F?57%?F6?$6FJ%)5')J()6F?KJ&?57?6F.(KFL?E?%M
a) nfase na ideia de carreira e profissionaliza‹o do corpo funcional pœblico;
b) estrutura hier‡rquica fortemente verticalizada, impessoalidade e formalismo;
c) rigidez do controle dos processos, com predomin‰ncia do controle da legalidade como
critŽrio de avalia‹o da a‹o administrativa (due process);
d) rotinas e procedimentos segundo regras definidas a priori, em detrimento da avalia‹o por
resultados;
e) utiliza‹o de critŽrios eminentemente pol’ticos para contrata‹o e promo‹o de fun-
cion‡rios, em detrimento da avalia‹o por mŽrito.
 46/634

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K @"B",.&( 6 3%!3( " "+&%,-"&./" 5 pois Ž a meritocracia que se relaciona
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 47/634

*.!7$-9F%! *" 4$,(0,"0."1 T(,3"+3%-&% " B"-0" 0.&",; $3" Òdisfun‹oÓ *"
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(0(,,%31 W"B%3(! #$% 6 $3 *(! ),(B+%3"! *% 3$.&"! (,@"-.C"9F%! -" ),;&.0"5
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P(,&"-&(5 /(0M! *%/%3 %-&%-*%, #$% nenhum modelo ou teoria existiu isol-
adamente5 3"! #$% 0(-/./%,"3 % 0(-/./%3 8$-&(!1 K$ !%8"5 nunca aplicamos o
modelo ÒpuroÓ da burocracia weberiana1 P,%!&% "&%-9'(5 )(.! "! B"-0"! 0(!&$3A
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2!:),.-0.)".!:*.!7$-9F%!:*":4$,(0,"0.":!'(Y
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3"!:-"!:-%0%!!.*"*%!:.-&%,-"!:*":),E),.":B$,(0,"0."?1
¯ Rigidez e apreo extremo ˆs regras V ( 0(-&,(+% 6 !(B,% ),(0%*.3%-&(! %
-'(:!(B,%:,%!$+&"*(!5:+%/"-*(:":7"+&":*%:0,."&./.*"*%:%:.-%7.0.M-0."!1
¯ Perda da vis‹o global da organiza‹o V " *./.!'( *% &,"B"+<( )(*% +%/", "
#$% (! 7$-0.(-;,.(! -'( &%-<"3 3".! " 0(3),%%-!'( *" .3)(,&Z-0."
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¯ Lentid‹o no processo decis—rio V <.%,",#$."5 7(,3"+.*"*% % 7"+&" *% 0(-A
7."-9" -(! 7$-0.(-;,.(! +%/"3 " $3" *%3(," -" &(3"*" *% *%0.!F%!
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 48/634

Figura 1.13 Ð Disfun›es da Burocracia

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2 U%(,." !&,$&$,"+.!&" /%.( 0(3( $3" 0,D&.0" &"-&( [! &%(,."! 0+;!!.0"!
#$"-&( [ U%(,." *"! \%+"9F%! ]$3"-"!1 ^3 *% !%$! 3".! .3)(,&"-&%! &%E,.0(!5
Amitai Etzione,_` 0(-!.*%,"/" " (,@"-.C"9'( 0(3( Q$3 0(3)+%H( *% @,$)(! !(A
0.".!:0$8(!:.-&%,%!!%!:)(*%3:($:-'(:!%,:0(-7+.&"-&%!R1
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"-&%,.(,%! =0+;!!.0"! % <$3"-"!?5 )(.! "0,%*.&" #$% "#$%+"! 7(0"/"3 ")%-"! %3
)",&%! *( &(*(1 J%!&" 7(,3"5 " .*%." ),.-0.)"+ 7(. 0(-!.*%,", " (,@"-.C"9'( %3 &(A
*(! (! "!)%0&(! 0(3( $3" !E %!&,$&$," V .-&%@,"-*( &(*"! "! Q/.!F%!R "-&%,.A
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*"! ,%+"9F%! <$3"-"!?1 J%!!" 3"-%.,"5 *%/%,." %H.!&., $3 %#$.+DB,.( *%!!"! *$"!
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penha diversos papŽis -"!:*./%,!"!:(,@"-.C"9F%!1
 49/634

K$&,( 0(-0%.&( 7(. &,"C.*( )(, f($+*-%,Yc_ "! *.7%,%-&%! 0(-0%)9F%! *"! (,A
@"-.C"9F%!1 P"," %!!% "$&(,5 %H.!&.,."3 ( 3(*%+( ,"0.(-"+ % ( 3(*%+( -"&$,"+ *%
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K modelo racional !%,." B"!%"*( -( 0(-&,(+% % -( )+"-%8"3%-&(1 2 .*%." %,"
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*%)%-*%-&%!1 2!!.35 6 um modelo que se preocupa com as ÒtrocasÓ com o am-
biente externo5:($:!%8"5:6:$3 modelo de sistema aberto1

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2 U%(,." *(! W.!&%3"! -" 2*3.-.!&,"9'( V UfW V 7(. *%,./"*" *( &,"B"+<(
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2!!.35 " U%(,." *(! W.!&%3"! "0(+<%$ ( 0(-0%.&( -( #$"+ "! (,@"-.C"9F%! !'(
sistemas abertos5 ($ !%8"5 #$% &,(0"3 0(-&.-$"3%-&% %-%,@." =($ 3"&6,."A),.3"5
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 50/634

%H%3)+(?1 T( 0"!( 0.&"*(5 " %3),%!" )%,*%,." (! 0+.%-&%! )(, -'( 0(-!%@$.,
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Figura 1.14 Ð Caracter’sticas da Teoria dos Sistemas

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 51/634

Figura 1.15 Ð Conceitos da Teoria dos Sistemas

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 52/634

2+63 *.!!(5 %!!" &%(,." )(!&$+" #$% %H.!&%3 v‡rias maneiras de se alcanar
um objetivo1 K #$% $3 @%!&(, *%/% B$!0", 6 $3 "8$!&% 0(-!&"-&% %-&,% " (,@"-.CA
"9'(:%:!%$:3%.(5:!$"!:0(-&.-@M-0."!1cl

Figura 1.16 Ð Caracter’sticas da Teoria Contingencial

J%-&,% %!!"! 0(-&.-@M-0."! .3)(,&"-&%!5 W(B,"+cm 0.&"Y ( "3B.%-&% .-&%,-( %

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Figura 1.17 Ð Alguns fatores importantes

^3" 0(-!%#$M-0." ),;&.0" *%!!"! .*%."! -( 3$-*( (,@"-.C"0.(-"+ 7(. "

&%-*M-0." *% "! (,@"-.C"9F%! !% &(,-",%3 3".! 7+%HD/%.!5 )"," #$% )(!!"3 ,%"@.,
3".!:,;).*(:[!:3$*"-9"!:-(:"3B.%-&%1
-&,% (! -(/(! 3(*%+(! "*(&"*(!5 &%3(! "! organiza›es em rede1 !&"! !'(
3$.&( 3".! 7+%HD/%.! % *%)%-*%3 *% $3" -(/" /.!'( *% 3$-*( )(, )",&% *% !%$!
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 54/634

Figura 1.18 Ð Cr’ticas ˆ Teoria Contingencial

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a) as Teorias Cient’fica e das Rela›es Humanas s‹o abordagens de sistemas abertos;
b) a Teoria das Rela›es Humanas despreza os objetivos organizacionais;
c) a Teoria da Contingncia enfatiza a import‰ncia da tecnologia e do ambiente;
d) as Teorias Estruturalista e dos Sistemas refletem uma abordagem prescritiva e normativa;
e) a Teoria Comportamental concebe o funcion‡rio como um Òhomem socialÓ.

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 55/634

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a) observa‹o das a›es e da forma como elas s‹o executadas na produ‹o;
b) complementa‹o de tarefas, verificando as que s‹o adequadas ˆs novas realidades da
empresa;
c) implementa‹o de novas tŽcnicas de trabalho na produ‹o;
d) participa‹o ativa de cada funcion‡rio no processo produtivo;
e) combina‹o de valores individuais no processo produtivo.
 56/634

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a) A estrutura das Teorias das Rela›es Humanas era mecanicista e impessoal.
b) O comportamento na organiza‹o, segundo as teorias cl‡ssicas, era produto de sentimen-
tos e atitudes.
c) O foco estudado nas teorias cl‡ssicas foi o trabalho e as necessidades econ™micas dos
trabalhadores.
d) A nfase na segurana pessoal e nas necessidades sociais dos trabalhadores para o alcance
das metas organizacionais foi analisada nas teorias cl‡ssicas da administra‹o.
e) Empregados felizes, que buscavam produzir mais, foram resultados obtidos nas teorias
cl‡ssicas da administra‹o.

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a) impessoalidade nas rela›es;
b) competncia tŽcnica e meritocracia;
c) informalidade das normas e regulamentos;
d) hierarquia da autoridade;
e) completa previsibilidade do comportamento.

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a) I e II;
b) I, II, III e V;
c) II, III e IV;
d) II e V;
e) III, IV e V.
 58/634

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a) entropia;
b) feedback;
c) homeostase;
d) morfognese;
e) entropia negativa.

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a) Contingncia significa algo previs’vel que n‹o depende de circunst‰ncias sociopol’ticas,
portanto o diagn—stico do ambiente e a escolha de uma tecnologia determinam o
desenho organizacional.
b) Esta teoria surgiu a partir de pesquisas feitas no ch‹o de f‡brica para verificar os processos
produtivos mais eficazes, cujo resultado conduziu ˆ concep‹o de que a estrutura fun-
cional Ž a melhor forma de organizar o trabalho.
c) Contingncia significa uma rela‹o de causa e efeito que permite prever o desenho organ-
izacional e as estratŽgias de mercado a serem implantadas, de modo a garantir maior efi-
cincia organizacional.
d) Essa teoria surgiu a partir de pesquisas feitas em empresas para verificar os modelos de es-
truturas organizacionais mais eficientes, cujo resultado conduziu ˆ concep‹o de um
modelo de diagn—stico organizacional.
e) Essa teoria surgiu a partir de pesquisas feitas em empresas para verificar os modelos de es-
truturas organizacionais mais eficazes, cujo resultado conduziu ˆ concep‹o de que a es-
trutura da organiza‹o Ž dependente do ambiente externo.
 60/634

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a) Todas as organiza›es podem ser consideradas redes sociais.
b) O ambiente Ž uma rede formada por organiza›es interconectadas.
c) As decis›es dos atores sociais devem ser compreendidas com base na racionalidade.
d) Os contatos entre grupos organizacionais exercem press‹o sobre seus membros.
e) As compara›es entre organiza›es devem levar em considera‹o as caracter’sticas das
redes onde elas est‹o inseridas.

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a) quanto mais est‡vel o ambiente em que estiver inserida a organiza‹o, mais adequado Ž o
uso de um modelo org‰nico de estrutura;
b) a Escola Contingencial prev a existncia de uma forma œnica e correta de administrar.
c) quanto ˆ gest‹o de pessoas, o Modelo Contingencial preconiza que a gest‹o descentraliz-
ada, participativa e flex’vel Ž sempre a que traz melhores resultados.
d) a tecnologia e o ambiente condicionam a forma de gerir a organiza‹o.
 61/634

e) a Escola Contingencial previa a organiza‹o de estruturas r’gidas com base na

meritocracia.

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a) se somente a afirmativa I estiver correta;
b) se somente a afirmativa II estiver correta;
c) se somente a afirmativa III estiver correta;
d) se somente as afirmativas I e II estiverem corretas;
e) se todas as afirmativas estiverem corretas.

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a) se somente a afirmativa I estiver correta;
b) se somente a afirmativa II estiver correta;
c) se somente a afirmativa III estiver correta;
d) se somente as afirmativas I e III estiverem corretas;
e) se todas as afirmativas estiverem corretas.
 62/634

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a) se somente a afirmativa I estiver correta;
b) se somente a afirmativa II estiver correta;
c) se somente a afirmativa III estiver correta;
d) se somente as afirmativas II e III estiverem corretas;
e) se todas as afirmativas estiverem corretas.

Qi!N"O%(I,RSJ,T$%$)F!NU)%2*2.8*+)(A,344V5N/N2$+'*(N$%2'.2.'(A*%2(N>N.1(N".15P
a) s’ntese da teoria da burocracia e uma aproxima‹o da teoria cl‡ssica;
b) s’ntese da teoria cl‡ssica e da Teoria das Rela›es Humanas;
c) desdobramento da Teoria de Sistemas;
d) desdobramento da Teoria das Rela›es Humanas;
e) s’ntese da Teoria Comportamentalista e uma aproxima‹o da Teoria Burocr‡tica.

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I.)8*+)(A $)2'$ (% 8+)0*<=$% 0+ (1B*$)2$ $ (% 2>8)*8(% (01*)*%2'(2*F(% (7'+7'*(0(%
7('( + (A8()8$ $I*8(: 0+% +Bk$2*F+% 0( +'&()*:(<K+! J$%%$ 8+)2$H2+E (% F('*GF$*% (1B*;
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$)2'$ (% F('*GF$*% 0+ (1B*$)2$ "*)0$7$)0$)2$%5 $ (% F('*GF$*% (01*)*%2'(2*F(% "0$7$)0;
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a) Teoria de Sistemas.
b) Teoria das Rela›es Humanas.
c) Teoria do Desenvolvimento Organizacional.
d) Teoria Cl‡ssica.
e) Teoria da Contingncia.
 63/634

Q ! "O%(I,[Zd\,OZZ\\,344 5 #+)W$8$' ( $F+A.<K+ 0+ 7$)%(1$)2+ (01*)*%2'(2*F+E B$1 8+1+

0$N%.(%N2$+'*(%N$N(B+'0(&$)%EN7$'1*2$N8+)8A.*'EN(8$'2(0(1$)2$EN@.$P
a) a resolu‹o de problemas organizacionais pode ser tentada pela aplica‹o conjunta de
v‡rias Teorias Administrativas, ainda que suas abordagens sejam, ˆ primeira vista,
antag™nicas;
b) como cincia, a Administra‹o independe de outras cincias;
c) ao enfatizar as tarefas, a abordagem burocr‡tica enrijece a organiza‹o, afastando-a de
seus objetivos;
d) a Teoria Cl‡ssica da Administra‹o possui apenas valor hist—rico e referencial, n‹o sendo
aplic‡vel em nossos dias;
e) a cultura de uma organiza‹o Ž determinada por sua estrutura, sendo pouco afetada pelos
valores e crenas das pessoas que a integram.

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a) entropia negativa;
b) equifinalidade;
c) homeostase;
d) uniformidade de pr‡ticas;
e) ciclo de eventos.

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 64/634

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a) da orienta‹o da transi‹o do Estado burocr‡tico para o Estado gerencial;
b) do processo de transi‹o do Estado patrimonial para o Estado burocr‡tico weberiano;
c) da gest‹o do processo de transi‹o da Administra‹o Pœblica tradicionalista para o Estado
gerencial patrimonial;
d) do processo de transi‹o do Estado burocr‡tico weberiano para o Estado patrimonial;
e) da reforma da gest‹o pœblica orientando o conjunto de atividades destinadas ˆ execu‹o
de obras e servios, comissionados ao governo para o interesse da sociedade.

+>? @2%(5* / * $(A#%&( (!"#$#%&'(&#7)*+,,B. 2%;)A( !(% C3A(0D3% E:"($(% !#53'3$;#(6%3 F)'
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(!38!(%8%:(%8$3;3%%#!(!3%?
a) C, C, C
b) C, C, E
c) C, E, E
d) E, E, E
e) E, C, C

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 65/634

1. E 10. E 19. A

2. C 11. C 20. B

3. E 12. C 21. E

4. A 13. D 22. C

5. C 14. E 23. E

6. E 15. D 24. E

7. C 16. A 25. C

8. A 17. B 26. B

9. C 18. E 27. C

S#9A#)H'(5#(
!"#$"%& '() *+,-). /%#!$#"%0 "%& $!" 12#). 34.!)5 Teoria Geral da Adminis-
tra‹o. 6$ %"57').7"%78$!%)#.97:;0%-)%#&76<==5
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influncia no mundo moderno. ?L.7C$(;.97?$#$)-$&76<<M5
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