Modelo de gestão e estratégias: o caso de duas cooperativas mistas de leite e café de Minas Gerais
Data
2000
Autores
Título da Revista
ISSN da Revista
Título de Volume
Editor
Faculdade de Economia, Administração e Contabilidade - Universidade de São Paulo
Resumo
A presente pesquisa teve por objetivo analisar as influências do modelo de gestão nas estratégias de duas cooperativas mistas de leite e café da região sul de Minas Gerais. Especificamente, fez-se a análise externa do ambiente (ameaças e oportunidades) ao qual as cooperativas estão expostas e também a análise interna (pontos fortes e fracos) dessas organizações; investigou-se as articulações políticas entre as chapas envolvidas no último processo eleitoral; analisou-se o grau da influência da mudança de gestão na formulação e implementação das estratégias nas cooperativas, comparando-as com indicadores de eficiência financeira, econômica e social. Finalmente, foram levantadas as opiniões dos cooperados a respeito da validade dos princípios doutrinários que regem o cooperativismo e do modelo de gestão de suas cooperativas. Quanto à metodologia, a pesquisa classifica-se como descritiva conclusiva e, também na tipologia de estudos de casos. Adotou-se, para a coleta de dados, a triangulação de técnicas: entrevista pessoal, análise documental (parte qualitativa da pesquisa) e questionário estruturado (parte quantitativa) ao qual aplicou-se a análise discriminante para verificar as divergências nas opiniões dos cooperados considerando-se o porte de produtor rural. Optou-se por omitir os nomes das cooperativas para manter o sigilo tanto das organizações quanto dos entrevistados. Os resultados demonstraram que as principais ameaças do ambiente às cooperativas são: concorrência de produtos lácteos (principalmente com as multinacionais e o mercado informal de leite); concorrência com os distribuidores de insumos agropecuários; dependência das cooperativas em relação à Cooperativa Central de Laticínios do Estado de São Paulo (Central Paulista), a qual estão filiadas e adaptação do modelo de gestão cooperativista ao regime capitalista. As principais oportunidades detectadas são: possibilidade de ampliação do mercado regional de produtos lácteos a ser explorado com as marcas próprias; boa localização geográfica das cooperativas no país (região sudeste); duplicação da rodovia Fernão Dias, o que deve ampliar o desenvolvimento do mercado regional e, finalmente, diversificação vertical na industrialização de café. Os entrevistados têm consciência de que as cooperativas estão expostas às influências ambientais, entretanto, há consenso que a resposta dessas organizações ao ambiente tem sido lenta e burocrática devido, principalmente, ao fato das decisões estratégicas serem tomadas de forma colegiada em esporádicas assembléias que, no geral, têm apresentado baixa participação dos associados. As articulações políticas que ocorreram na última eleição em ambas cooperativas, podem ser consideradas como um momento crítico nessas organizações, provocando reflexos traumáticos em todos os envolvidos no processo (membros das chapas vencedora e perdedora, cooperados e funcionários). Após a eleição na Cooperativa MINAS-1, verificou- se que metade dos membros da nova Diretoria Executiva e Conselho de Administração havia participado em cargos diretivos nas duas gestões anteriores, o que contribuiu para a continuidade de todas as estratégias formuladas na gestão anterior que tiveram influências consideradas positivas, negativas e nulas. Na Cooperativa MINAS-2, após a eleição a chapa de oposição assumiu o poder. Nenhum dos membros da nova Diretoria Executiva e Conselho de Administração havia participado de cargos administrativos nas duas gestões anteriores. Devido a divergências ideológicas nessa transição, houve descontinuidade em algumas estratégias traçadas na gestão anterior, fato que julgou-se como influência negativa. Nas demais estratégias, as influências foram consideradas como positivas, negativas e nulas. Nesse sentido, verificou-se que houve relação entre a estabilidade dos dirigentes nos cargos administrativos com a continuidade das estratégias das cooperativas. A comparação das estratégias com índices de eficiência financeira, econômica e social demonstrou que a Cooperativa MINAS-1 apresentou-se mais eficiente em relação a Cooperativa MINAS-2 devido, principalmente, a estrutura organizacional mais enxuta e menores custos administrativos. Por outro lado, a Cooperativa MINAS-2 mostrou-se mais eficiente na prestação de serviços. Os resultados da análise discriminante, considerando-se o porte de produtor rural, demonstrou que as opiniões do grupo dos mini e pequenos produtores divergiram do grupo dos médios e grandes produtores nas seguintes variáveis da pesquisa: o princípio da adesão livre deve ser eliminado; a cooperativa deve desenvolver novos critérios para pagamento dos cooperados por volume e qualidade; a cooperação entre cooperativas deve ser feita com base na eficiência e interesses estratégicos dos parceiros, seja outra cooperativa ou até mesmo uma empresa não cooperativa; o capital social deve ser corrigido com base nos juros de mercado e não em no máximo 12% ao ano; não é bom para a cooperativa quando grupos se apropriam do poder e ficam muito tempo na diretoria e, finalmente, o cooperado que não cumpre seu papel deveria ser excluído da cooperativa. Contudo, considerando o modelo de gestão das cooperativas, verificou-se que os fatores que mais influenciaram nas estratégias das cooperativas estudadas foram: o amadorismo gerencial dos dirigentes, a ausência de planejamento estratégico e, principalmente, as divergências políticas entre os grupos de interesse envolvidos na disputa pelo poder.
The present research aimed at analyzing the influences of the management model on the strategies of two milk and coffee cooperatives in the southern region of Minas Gerais. Specifically speaking, an external analysis of the environment (threats and oportunities) in which cooperatives in general are exposed to was performed, as well as an internal analysis (positive and negative aspects) of such organizations; political articulations among the groups involved in the previous elections were investigated; the degree of influence of the change of the board, in formulation and implemention of the cooperatives’ strategies, was analysed, related to financial, economical and social indicators. Finally, the cooperators’ opinions about the validity of the principles which guide cooperativism, as well as their opinions about their own cooperatives’ management model were raised. As for the methodology, the research is descriptive conclusive, and also in the typology of case study. As for the collection of data, three techniques were adopted: individual interviews, documental analysis (the qualitative part of the research), and structured questionaire (the quantitative part) to which the discriminant analysis was applied aiming at verifying divergences in the cooperators’ opinions considering the rural producer’s size. The names of the cooperatives were omitted to protect both the organizations and the ones interviewed. The results showed that the main environmental threats to the cooperatives are: competition with dairy products (especially those produced by multinationals and the informal milk market); competition with agricultural input dealers; the cooperatives’ dependence on the Cooperativa Central de Laticínios do Estado de São Paulo (Central Paulista) to which they are affiliated, and the adaptation of the management model to the capitalist regime. The main oportunities detected were: the possibility of enlargement in the region’s market of milk products to be explored through the producers’ own brand of products; convenient location of the cooperatives throughout the country’s southeastern region; the improvement of the Fernão Dias highway, which should enhance the regional market development, and finally, the vertical diversification in the coffee industrialization. The ones interviewed are aware that the cooperatives are exposed to enviromental influences. There is, however, a consensus that the responses from those organizations to the environment has been slow and bureaucratic, due mainly to the fact that the strategical decisions are made in a collegiate manner, in sporadic assembly meetings which, in general, have presented low participation of associates. The political articulations that occurred in the last elections, in both cooperatives, may as well be seen as having caused critical moments in those organizations,traumatically reflecting on everyone involved in the process (members of the winning and of the defeated groups, cooperators and employees). Following the elections at Cooperativa MINAS-1, it was verified that half of the members of the new Executive Board and Management Council had had directive job positions in the two previous administrations, which contributed to the continuity of the strategies formulated in the previous administrations whose influences were considered as positive, negative and nule. At Cooperativa MINAS 2, the oposition group took over. None of the members of the Executive Board and Council of Administration had had any administrative jobs at that cooperative during the two previous administration periods. Due to ideological divergences in the transition some strategies adopted by the previous administrators were not continued, which was considered as negative influence. As for the other strategies, the influences were considered as positive, negative and nule. In that sense, it was verified that there was a relationship between the directors’ stability in their administrative positions and the maintainance of the cooperatives’ strategies. The comparison of the strategies to financial, economical and social efficiency indexes has shown that Cooperativa MINAS-1 had a higher performance than that of Cooperativa MINAS-2 due to a smaller organizational structure and lower administrative costs. On the other hand, however, Cooperativa MINAS-2 proved to be more efficient as far as service rendering is concerned. The results of the discriminant analysis, considering the rural producer’s size, showed that the opinions given by the mini-producers and the small-size producers’ group diverged from those given by the medium and big producers’group in the following reasearch variables: the principle of free adhesion should be eliminated; the cooperative should develop new criteria as for the cooperators’ payment based on volume and quality; the cooperation among cooperatives should be performed with basis on the partners’ efficiency and strategical interests, be it or not another cooperative or even a non-cooperative entity. Capital stock should be updated with basis on market interests instead of the usual maximum of 12% a year; it is not advantageous, or even good for the cooperative, when groups take over the power and stay in charge for a long period of time and, finally, cooperator who fail to play his part should be excluded from the cooperative. However, considering the management models in the cooperatives, it was verified that the most influencial factors in the cooperatives investigated were: the directors’ amateur managerial level, the absence of strategical planning, and, mainly, the political divergences among the interest groups involved in the dispute for power.
The present research aimed at analyzing the influences of the management model on the strategies of two milk and coffee cooperatives in the southern region of Minas Gerais. Specifically speaking, an external analysis of the environment (threats and oportunities) in which cooperatives in general are exposed to was performed, as well as an internal analysis (positive and negative aspects) of such organizations; political articulations among the groups involved in the previous elections were investigated; the degree of influence of the change of the board, in formulation and implemention of the cooperatives’ strategies, was analysed, related to financial, economical and social indicators. Finally, the cooperators’ opinions about the validity of the principles which guide cooperativism, as well as their opinions about their own cooperatives’ management model were raised. As for the methodology, the research is descriptive conclusive, and also in the typology of case study. As for the collection of data, three techniques were adopted: individual interviews, documental analysis (the qualitative part of the research), and structured questionaire (the quantitative part) to which the discriminant analysis was applied aiming at verifying divergences in the cooperators’ opinions considering the rural producer’s size. The names of the cooperatives were omitted to protect both the organizations and the ones interviewed. The results showed that the main environmental threats to the cooperatives are: competition with dairy products (especially those produced by multinationals and the informal milk market); competition with agricultural input dealers; the cooperatives’ dependence on the Cooperativa Central de Laticínios do Estado de São Paulo (Central Paulista) to which they are affiliated, and the adaptation of the management model to the capitalist regime. The main oportunities detected were: the possibility of enlargement in the region’s market of milk products to be explored through the producers’ own brand of products; convenient location of the cooperatives throughout the country’s southeastern region; the improvement of the Fernão Dias highway, which should enhance the regional market development, and finally, the vertical diversification in the coffee industrialization. The ones interviewed are aware that the cooperatives are exposed to enviromental influences. There is, however, a consensus that the responses from those organizations to the environment has been slow and bureaucratic, due mainly to the fact that the strategical decisions are made in a collegiate manner, in sporadic assembly meetings which, in general, have presented low participation of associates. The political articulations that occurred in the last elections, in both cooperatives, may as well be seen as having caused critical moments in those organizations,traumatically reflecting on everyone involved in the process (members of the winning and of the defeated groups, cooperators and employees). Following the elections at Cooperativa MINAS-1, it was verified that half of the members of the new Executive Board and Management Council had had directive job positions in the two previous administrations, which contributed to the continuity of the strategies formulated in the previous administrations whose influences were considered as positive, negative and nule. At Cooperativa MINAS 2, the oposition group took over. None of the members of the Executive Board and Council of Administration had had any administrative jobs at that cooperative during the two previous administration periods. Due to ideological divergences in the transition some strategies adopted by the previous administrators were not continued, which was considered as negative influence. As for the other strategies, the influences were considered as positive, negative and nule. In that sense, it was verified that there was a relationship between the directors’ stability in their administrative positions and the maintainance of the cooperatives’ strategies. The comparison of the strategies to financial, economical and social efficiency indexes has shown that Cooperativa MINAS-1 had a higher performance than that of Cooperativa MINAS-2 due to a smaller organizational structure and lower administrative costs. On the other hand, however, Cooperativa MINAS-2 proved to be more efficient as far as service rendering is concerned. The results of the discriminant analysis, considering the rural producer’s size, showed that the opinions given by the mini-producers and the small-size producers’ group diverged from those given by the medium and big producers’group in the following reasearch variables: the principle of free adhesion should be eliminated; the cooperative should develop new criteria as for the cooperators’ payment based on volume and quality; the cooperation among cooperatives should be performed with basis on the partners’ efficiency and strategical interests, be it or not another cooperative or even a non-cooperative entity. Capital stock should be updated with basis on market interests instead of the usual maximum of 12% a year; it is not advantageous, or even good for the cooperative, when groups take over the power and stay in charge for a long period of time and, finally, cooperator who fail to play his part should be excluded from the cooperative. However, considering the management models in the cooperatives, it was verified that the most influencial factors in the cooperatives investigated were: the directors’ amateur managerial level, the absence of strategical planning, and, mainly, the political divergences among the interest groups involved in the dispute for power.
Descrição
Tese de doutorado defendida na Faculdade de Economia, Administração e Contabilidade - Universidade de São Paulo
Palavras-chave
Planejamento estratégico, Cooperativas, Estrutura organizacional, Leite
Citação
ANTONIALLI, L. M. Modelo de gestão e estratégias: o caso de duas cooperativas mistas de leite e café de Minas Gerais. 2000. 163 f. Tese (Doutorado em Administração) - Faculdade de Economia, Administração e Contabilidade, Universidade de São Paulo, São Paulo. 2000.