LEARNING IN A BRAZILIAN COMPANY OF CERAMIC COVERINGS

Abstract

The article presents the results of research (case study) carried out in a ceramic coverings company (six factories) that is a Brazilian leader in innovation.  The goal of the investigation was to describe and analyze the organizational learning practices identified by managers and workers and the adoption of strategies regarding competence management. The contents indicate that the conception of “Learning Organization” among managers is strongly related to the conception of a continual cycle, involving development in different areas and including knowledge, abilities and attitudes. The main way of learning among workers is a result of work situations themselves, technical formation training and education. The verification of these limits caused the company to launch a survey with internal and external clients so as to encourage a more consistent learning and innovation project. The findings suggest that organizational learning presents a cycle that is limited to learning how to do it (workers) and thinking about the practices adopted (managers), indicating predominance of individual learning.