Gestão participativa: a prática em uma grande siderúrgica

Abstract

Our aim was to understand how practices of participative management (PM) were developed into a steel company taking into account how agent and structure build one another in a Bourdieusian perspective. To achieve this goal, we carried on unstructured interviews with company employees and trade union members, analyzing them based on the Theory of Fields. We noted that the same structure that narrows actions also provides resistances and mergers, in a troubled process, but subjected to accommodation and transitions back and forth, which requires practices of the agents to feed the field from their inventive and doxic capabilities that value both agent and structure simultaneously, sometimes flavoring the latter, sometimes the former. The analysis allowed us to realize how the PM practices allowed both developments and permanence of relations of domination in Labor Relations and Human Resources Management.