Avaliação organizacional de casos do sub-programa geração e adaptação de tecnologias (PDCT/GAT)

Abstract

An evaluation of the Scientific and Technology Development Program - Subprogram Technology Generation and Adaptation (PDCT/GAT)- related to a small scale irrigation program of three properties in the semi-arid área of the Northeastern hintherlands. It chooses a set of interrelated variables to interpret the organizational phenomena proposed by HANDY (1978), linked with quantitative data for systemic diagnisis objectives (people and structures, systems and procedures) and of the general environment (culture, aims and technology). Within this conceptual structure it emphasizes variable cultures and their models: power, role, task and personal cultures. This classification is a concept artífice helping to determine the decision making consistency in the process of PDCT/GAT conception and management and its results fot they converge towards culture and structure confrontation among the various agents envolved with the program: public organizations and rural production units. Empirical research was designed diachronically, following referential models with emphasis on the variables objectives, technology and culture. Theoretical proposals were verified by the "alteration systemic effect" among all of the variables, beginning from the general environment changes. Starting from the political process developed through the competition revolving aroud visions and objectives defended by different groups and institutions, derived from a network of other variables alterations, with malfunctions and repercussions in the rythm of program's execution, interfering with its efficiency. The incapacity of managing cultural pressures of shock, which determine structures, values and routines of work of each oen of the agents committed to the program and restrictions of the technologies tested to be managed by the agriculturers explains inefficiency. Cultural shock are replicated in the University itself, in such a way that the structure specially created to push and to provide autonomy to the program, in the form of a network going through the process of being ruptured to an extent of becoming a simple division subjugated to the dominating culture of this organization. Because it was not of the interest of the academic elite, GAT was accomplished parallel to research as a simple tool to implement technological packages in the selected properties. The results, contextually interpreted, reveal, on an operational level, the technologies of irrigated banana culture implemented in the properties are inadequate. They were not assimilated by agriculturers, more for culture than for economical reasons for they impose the procedures designed by the agrononmers which did not harmonize with the imediate strategies of survival and satisfaction of the farmer's family, causing communication difficulties. Of the three studies cases, only one module showed itself as being feasible in technical-economical terms, depicting a cost/benefic relation equal to 1,62 with an interest rate of 12%. If the quantitative data indicated its viability, influencing the proprietor to extend it, it was noted that the agriculturer rejected the recommented "xiquexique" system and the program's technical assistance. PDCT/GAT lacked the agile operational structure with resources and multidisciplinary technical support to deal not only with agricultural techniques, but also with social, economical and cultural management problems related to the small production consumption inits. Because those technologies would hardly have the potencial to be spread throughout similar producers, simpler solutions should be tested such as corrugation irrigation and the introduction of different crops.