129
Revista daESPM – Julho/Agosto de 2002
ABSTRACT
The use of statistical techniques of latent variables for the evaluation of customer satisfaction and its
consequences, has shown promising results in the understanding of these phenomena. This essay is a
casestudyon theuseof latent variables in theanalysisof thebehavior of consumersof financial services.
Thesatisfactionobtained in the “consumption” of services is related to theconfirmation, or not, of the initial
expectations created. In this context, the satisfaction of a customer is seen as a result of three different
factors related to thesatisfaction itself.Asaconsequence, themeasurement of customer satisfaction isnot
linear, directly readableonascale, and tends tobeverybroad, and to involveseveral factors. The result is
the broadening of the universe researched , increased knowledge of these phenomena, and the actual
possibility of creating of new competitive differentials.
ANESSAYONTHEUSEOFLATENTVARIABLES
INTHEANALYSISOFCUSTOMERSATISFACTION
P. 37
JOACIRARAUJOMACHADO JUNIOR
ROBERTOGILIOLI ROTONDARO
ABSTRACT
It is more than commonplace to say that change is part of everyday in all fields of relationship.
Family, work, friendship and the inner self are affected bymodifications that happen everyday, every-
where. Nevertheless, what does change itself mean? How does it affect the organizations – and,
consequently, our work?
Paradigms can be considered as themain resistance of points people have against change. How can
wedealwith them?Howcanwe leadpeople toperceive thatweoftenhave toabandonour oldconcepts in
order for thecompany tosurvive thenewchallengesposedbyamoreglobalizedand informedworld?This
article attempts to analyse how to promoteof sustained and effectiveorganizational change.
PERSONALCHANGEASALEVERAGE
TOORGANIZATIONALTRANSFORMATION
P. 48
ANAGABRIELADOSSANTOS/CRISTIANEGAMA/DANIELVARGAS/LUCIANABENETTON/LUISFERNANDO
GAMBALE/MARCELOAKIOMATSUMOTO/RÓBSONSACUCCI/VINÍCIUS L. B.ALMEIDA
ABSTRACT
Thearticle showswhat ishappening inpractice in theareaofmanagerial control.Whichadministrative
controls arebeing used aswell as the systems of measurement and the nature of its indicators.
We have developed a field survey to investigate why, apparently, companies do not have effective
administrative controls are not using theClassical andEnlargedManagerial Models, in spite of the rather
large literature available.
Personal interviews with 16 managers from different areas provide indications that, in managerial
analysis, RiskControls are taken intowell ahead of themanagerial controlsmentioned above.
Risk controls are divided in (1) consideration those associatedwith theSurvival of the company in the
market and (2) those linked to Economic Results, and managers oscillate between one and the other,
dependingon the degree of risk the company is facing at themoment.
MANAGERIALCONTROL:WHATAFRUSTRATION!
NOBODYCONTROLSANYTHINGCORRECTLY!
P. 52
JOSÉEDUARDOAMATOBALIAN
Englishabstracts
