MANAGEMENT SYSTEM AND ITS COMPARISON WITH OPERATIONAL EFFICIENCY: A CASE STUDY IN A MINING COMPANY

Abstract

Management system has been assigned as a way for companies to structure their governance model, ensuring that its purpose is translated throughout its organization through a clear strategy, disclosed and deployed in all departments that compose it. However, it is noted that many employees (including mainly leaders) have most of the time followed the management model adopted, but their belief that this model or management system can actually help the organization to have a cohesive team, building an organizational culture focused on continuous improvement is low and in turn their level of engagement ends up becoming weak to help their organization maintain and improve the system management. The objective of this study is to identify the differences in indicators of perceptions, barriers, impacts and pillars on a management system of a mining company in the view of its leadership staff. For this, a survey was administered and the data were tested in a quantitative analysis. The results show that when a company implements a management system and that for several years has the support of senior leadership, good communication and training for its employees, there are positive financial and non-financial impacts throughout the company.