1
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
2
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
3
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
4
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)
5
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
6
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
7
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
8
““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.
9
““““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
10
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.
11
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
12
““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
13
““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
14
""""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
15
““““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
Top Related