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Gestão em Farmácia

4.Recursos Humanos

Manuel João Oliveira

PESSOAS

TECNOLOGIA OBJECTIVOS

PLANEAR Objectivos e Planos de Trabalho

ORGANIZAR Alocação de Recursos

MOTIVAR Nível Desempenho

CONTROLAR “feed-back”

GESTÃO

TAYLOR Organização Cientifica do Trabalho DIRIGENTE/OPERÁRIO

FAYOL Organização Administrativa do TrabalhoCONTROLO GLOBAL E NÃO DAS TAREFASREGRAS, LEIS E PRINCÍPIOS

MAX WEBER BurocraciaREGRAS E PROCEDIMENTOSAUTORIDADEADMNISTRAÇÃO/EXECUÇÃO

TEORIAS CLÁSSICAS AUTORIDADE DA GESTÃOFORTE HIERARQUIAGESTOR VIRADO P/DENTRO

OPTIMIZARCONTROLARRENTABILIZAR PROCESSOS

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Necessidades fisiológicas

Necessidades de segurança

Necessidades sociais

Necessidades de estima

Necessidades

de Auto-realização NECESSIDADESNECESSIDADES

SECUNDSECUNDÁÁRIASRIAS

NECESSIDADESNECESSIDADES

PRIMPRIMÁÁRIASRIAS

Fisiológicas

Segurança

Sociais

Estima

Auto-realização

Alimento

Repouso

Abrigo

Sexo

Segurança e protecção contra:

Perigo Doença Incerteza Desemprego Roubo

Relacionamento

Aceitação

Amizade

Compreensão

Consideração

Orgulho

Amor-próprio

Progresso

Confiança

Reconhecimento

Apreciação

Admiração pelos outros

Auto-realização

Auto-desenvolvimento

Auto-satisfação

HIERARQUIA DAS NECESSIDADES DE MASLOWHIERARQUIA DAS NECESSIDADES DE MASLOW

MOTIVAÇÃO SATISFAÇÃO

MOTIVAÇÃO PRODUTIVIDADE

“As pessoas são a única vantagem competitiva sustentável”

Peter Ducker

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Chefiar

Gerir

Liderar

L

L O

SeguidoresCaract.

pessoais

Situação

Influencia

Adere

O Estilo do Líder deve ser adequado à situação em particular, ao grupo e àrelação entre o grupo e a

tarefa.

LIDERANÇA SITUACIONAL

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Preocupação com Pessoas

Preocupação com Tarefas

Alta

Baixa

Amigo

Baldas

Líder

Durão

Baixa Alta

E3 E2

E4 E1

ImaturoMaduro

Maturidade

M3 M2M4 M1

DETERM

INAR

VEN

DER

PARTIC

IPAR

DELEG

AR

-Cap

acid

ade

- Vonta

de

- Capacidade

+ Vonta

de

+Capacidade

- Vontad

e

+ Capac

idade

+ Vonta

de

E1 – DETERMINAR – Adequado a M1 (Nem vontade, nem capacidade de assumir responsabilidade de fazer algo, nem competentes, nem seguras de si).

Estilo Directivo, com orientações claras

E2 – VENDER – Adequado a M2 (Pessoas sem capacidade mas com disposição para assumir responsabilidades. Têm confiança mas não dominam a tarefa)

Convencer os Liderados (Orientação- Directivo mas apoiante)

E3 – PARTICIPAR – Adequado a M3 (Têm capacidade, mas não estão dispostas a fazer o que o Líder quer. Possíveis problemas com motivação. O Líder necessita comunicar para apoiar a equipa a utilizar a capacidade que já possui).

Estilo Participativo, de apoio e não directivo (facilitar e comunicar)

E4 – DELEGAR – Adequado a M4 (Pessoas com vontade e capacidade de assumir responsabilidade de executar tarefas)

Delegação (orientação e apoio reduzidos)

A

AC

C = ( TN + TA ) x A

F3 = Fast x Flexible x Focused

Fórmula do SucessoPaixão (interesse, entusiasmo)

Focus (enfoque, concentrar, atenção em..)

Proactividade (iniciativa, assumir responsabilidades)

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D

2

3

E

S

1

P

Modelo EDS

Energia = f(liderança, percepção poder, (in)satisfação, desafio, Pertença)

Desepenho = f(E, saber fazer, ter meios, conhecer os objectivos)

Satisfação = f(recompensas, equidade, ambiente de trabalho)

P = f(S)

Factores físicos

Factores psicológicos Motivação Comportamento

Frustração

Satisfação

Necessidade Comportamento

Percepção de conseguir

Certeza de satisfação de necessidade

Grau de satisfação antecipado

Novas Ferramentas para a Motivação

Ferramentas antigas

•Importância do chefe

•Remuneração

•Informação

•Segurança posto de trabalho

•Especialistas

Ferramentas antigas

•Missão

•Auto-controlo

•Partilha do valor criado

•Aprendizagem

•Reputação

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Motivação ≠ Satisfação

A motivação é a nossa motorização !

O que move, motiva, o ser humano é a

satisfação das suas necessidades !

Necessidade ActivaçãoComportamentos

instrumentaisObjectivos

Satisfação

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THE PROBLEM IS THE PROBLEM IS

RARELY/NEVER THE RARELY/NEVER THE

PROBLEM. THE PROBLEM. THE

RESPONSE TO THE RESPONSE TO THE

PROBLEM INVARIABLY PROBLEM INVARIABLY

ENDS UP BEING THE ENDS UP BEING THE

REAL PROBLEMREAL PROBLEM.* **

*Watergate, M Stewart, BR

**And: PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!

WantedWanted*:*:*:*:*:*:*:*:

Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Senility!Senility!Senility!Senility!Senility!Senility!Senility!Senility!

**““The problem is never how toThe problem is never how to

get new, innovative thoughts into get new, innovative thoughts into

your mind, but how to get theyour mind, but how to get the

old ones out.old ones out.”” ——Dee HockDee Hock

“The Bottleneck Is at The Bottleneck Is at the Top of the Bottlethe Top of the Bottle””

“Where are you likely to find people with the least diversity of experience, the

largest investment in the past, and the greatest reverence for industry dogma:

AtAt thethe totop!p!””— Gary Hamel/Harvard Business Review

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““It is It is notnot the the strongest of the strongest of the

species that survives, species that survives, nornor the most the most

intelligent, but intelligent, but the the one most responsive one most responsive to changeto change..”” —Charles Darwin

Try it. Try it. Try it.Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it.Try it.Try it. Try it. Try itTry it. Try it. . Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. try it. Try it. try it. Try it.Try it.Try it.Try it. Try it. Try it. Try it. Try it.

drill.drill.drill.drill.drill.drill.drill.drill.

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““““This is so simple it sounds stupid, but it is amazing This is so simple it sounds stupid, but it is amazing This is so simple it sounds stupid, but it is amazing This is so simple it sounds stupid, but it is amazing how few oil people really understand that how few oil people really understand that how few oil people really understand that how few oil people really understand that

you only find you only find you only find you only find you only find you only find you only find you only find oil if you drill oil if you drill oil if you drill oil if you drill oil if you drill oil if you drill oil if you drill oil if you drill wellswellswellswellswellswellswellswells........ You may think youYou may think youYou may think youYou may think you’’’’re finding it re finding it re finding it re finding it

when youwhen youwhen youwhen you’’’’re drawing maps and re drawing maps and re drawing maps and re drawing maps and studying logs, but you have to drill.studying logs, but you have to drill.studying logs, but you have to drill.studying logs, but you have to drill.””””

Source: The Hunters, by John Masters, Canadian O & G wildcatter

try try things.things.

““You miss 100You miss 100percent of the percent of the shots you never shots you never take.take.”” ——WayneWayne Gretzky

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do do things.things.

““We have a We have a ‘‘strategic plan.strategic plan.’’ItIt’’s called s called doing doing thingsthings..”” — Herb Kelleher

no no option.option.

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tolerate tolerate [encourage?] [encourage?]

failurefailure

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.BETTER.””

—Samuel Beckett

““Fail . Forward. Fail . Forward. Fast.Fast.””

High Tech CEO, Pennsylvania

““Fail faster. Fail faster. Succeed Sooner.Succeed Sooner.””

David Kelley/IDEO

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““RewardRewardexcellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

““Action is the Action is the foundational foundational key of all key of all success.success.”” ——PicassoPicasso

““Intelligent people Intelligent people can always come up can always come up with intelligent with intelligent reasons to do reasons to do nothing.nothing.”” ——Scott SimonScott Simon

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““Whenever anything is Whenever anything is being accomplished, I being accomplished, I have learned, it is being have learned, it is being done by a monomaniac done by a monomaniac

with a mission.with a mission.””—Peter Drucker

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it istoo lowtoo low

and we reach it.and we reach it.Michelangelo

““It is no use saying It is no use saying ‘‘We are doing our We are doing our best.best.’’ You have got You have got to succeed in doing to succeed in doing

what is necessary.what is necessary.””—WSC

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""""The reasonable man The reasonable man The reasonable man The reasonable man The reasonable man The reasonable man The reasonable man The reasonable man adapts himself to the adapts himself to the adapts himself to the adapts himself to the adapts himself to the adapts himself to the adapts himself to the adapts himself to the

world. The unreasonable world. The unreasonable world. The unreasonable world. The unreasonable world. The unreasonable world. The unreasonable world. The unreasonable world. The unreasonable one persists in trying to one persists in trying to one persists in trying to one persists in trying to one persists in trying to one persists in trying to one persists in trying to one persists in trying to adapt the world to adapt the world to adapt the world to adapt the world to adapt the world to adapt the world to adapt the world to adapt the world to

himself. Therefore, all himself. Therefore, all himself. Therefore, all himself. Therefore, all himself. Therefore, all himself. Therefore, all himself. Therefore, all himself. Therefore, all progress depends upon progress depends upon progress depends upon progress depends upon progress depends upon progress depends upon progress depends upon progress depends upon the unreasonable man.the unreasonable man.the unreasonable man.the unreasonable man.the unreasonable man.the unreasonable man.the unreasonable man.the unreasonable man.””””””””

—GB Shaw,

Man and Superman: The Revolutionists' Handbook.

On NELSON: ““““““““[other] [other] [other] [other] [other] [other] [other] [other] admirals more admirals more admirals more admirals more admirals more admirals more admirals more admirals more frightened of frightened of frightened of frightened of frightened of frightened of frightened of frightened of losing than losing than losing than losing than losing than losing than losing than losing than

anxious to winanxious to winanxious to winanxious to winanxious to winanxious to winanxious to winanxious to win””””””””

““You can make more You can make more friends in two months friends in two months by by becoming interested in becoming interested in

other people other people than you can than you can in two years by trying to in two years by trying to

get other people get other people interested in you.interested in you.””

—Dale Carnegie

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““““Everyone lives Everyone lives Everyone lives Everyone lives Everyone lives Everyone lives Everyone lives Everyone lives by selling by selling by selling by selling by selling by selling by selling by selling something.something.something.something.something.something.something.something.””””””””

—Robert Louis Stevenson

““““““““If you donIf you donIf you donIf you donIf you donIf you donIf you donIf you don’’’’’’’’ttttttttlisten,listen,listen,listen,listen,listen,listen,listen,

youyouyouyouyouyouyouyou dondondondondondondondon’’’’’’’’t sellt sellt sellt sellt sellt sellt sellt sellanything.anything.anything.anything.anything.anything.anything.anything.””””””””

—Carolyn Marland/

Managing Director/

Guardian Group

““““““““Nothing is soNothing is soNothing is soNothing is soNothing is soNothing is soNothing is soNothing is socontagious ascontagious ascontagious ascontagious ascontagious ascontagious ascontagious ascontagious asenthusiasm.enthusiasm.enthusiasm.enthusiasm.enthusiasm.enthusiasm.enthusiasm.enthusiasm.””””””””

—Samuel Taylor Coleridge

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““ItIt’’s s alwaalwayyss

showtime.showtime.””—David D’Alessandro, Career Warfare