MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES
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Publication Date: | 2013 |
Other Authors: | , |
Format: | Article |
Language: | por |
Source: | REAd (Porto Alegre. Online) |
Download full: | https://seer.ufrgs.br/index.php/read/article/view/40557 |
Summary: | This paper presents reflections on the management of the managerial group of the organizations and challenges for the professionals of Human Resources to provide politics and processes for the management with this group. Complex questions for the professionals of Human resources are considered: How to select a manager? Who is them or this professional? Which are the most necessary characteristics of him? How to determine his functions? How to conceive a program of managerial development? How to evaluate his work? How to deal with his demands and claims? How to deal with contradictions inherent of this function? To present a way to answer to these questions, the half-structuralized interviews were realized with 61 managers of averages and great companies in the area of telecommunications and computer science located in the Metropolitan Region of Belo Horizonte, Minas Gerais - Brazil, that represent 5.4% of the brazilian sector of services, with 6,3% of the busy staff in the sector. It is convenient to remember that this segment is of the economy in constant technological and managerial innovations bringing excellent consequences for the companies of the present time in Brazil. In this manner, the joined results translate the clearly relation between the context of changes and the managerial work. The managers have been pressured to present results and not only to reach goals, but also surpass them. They need a sensible capacity of adaptation and an interpersonal relationship to collaborate in the direction to the company’s objectives. The managers need to invest in them auto-development and to remain themselves constantly brought up to date, since the knowledge started to be a basic aspect to the exercise of the managerial function. Finally, it was observed that these professionals have an important paper in the management of the people in these organizations, being responsible for them good functioning, it would have to consist in a specific strategy in the politics and practices management of Human Resources. |
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MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCESGERENCIANDO OS GERENTES: REFLEXÕES E DESAFIOS PARA OS PROFISSIONAIS DE RECURSOS HUMANOSGerentesfunçõesavaliaçãodesafiosgestão dos gerentesRecursos Humanosmanagersfunctionsevaluationchallengesmanagement of the managersHuman ResourcesThis paper presents reflections on the management of the managerial group of the organizations and challenges for the professionals of Human Resources to provide politics and processes for the management with this group. Complex questions for the professionals of Human resources are considered: How to select a manager? Who is them or this professional? Which are the most necessary characteristics of him? How to determine his functions? How to conceive a program of managerial development? How to evaluate his work? How to deal with his demands and claims? How to deal with contradictions inherent of this function? To present a way to answer to these questions, the half-structuralized interviews were realized with 61 managers of averages and great companies in the area of telecommunications and computer science located in the Metropolitan Region of Belo Horizonte, Minas Gerais - Brazil, that represent 5.4% of the brazilian sector of services, with 6,3% of the busy staff in the sector. It is convenient to remember that this segment is of the economy in constant technological and managerial innovations bringing excellent consequences for the companies of the present time in Brazil. In this manner, the joined results translate the clearly relation between the context of changes and the managerial work. The managers have been pressured to present results and not only to reach goals, but also surpass them. They need a sensible capacity of adaptation and an interpersonal relationship to collaborate in the direction to the company’s objectives. The managers need to invest in them auto-development and to remain themselves constantly brought up to date, since the knowledge started to be a basic aspect to the exercise of the managerial function. Finally, it was observed that these professionals have an important paper in the management of the people in these organizations, being responsible for them good functioning, it would have to consist in a specific strategy in the politics and practices management of Human Resources.Este paper apresenta reflexões sobre a gestão do corpo gerencial das organizações e desafios para os profissionais de Recursos Humanos para prover políticas e processos para a gestão desse grupo. São consideradas questões complexas para os profissionais de Recursos Humanos: Como selecionar um gerente? Quem é esse ou essa profissional? Quais as características necessárias a ele? Como determinar suas funções? Como conceber um programa de desenvolvimento gerencial? Como avaliar o seu trabalho? Como lidar com as suas reivindicações e reclamações? Como lidar com as suas contradições profissionais vivenciadas? Para apresentar um caminho para responder a essas questões, buscou-se dados em entrevistas semi-estruturadas realizadas com 61 gerentes de médias e grandes empresas da área de telecomunicações e informática localizadas na Região Metropolitana de Belo Horizonte, Minas Gerais - Brasil, que representam 5,4% do setor de serviços brasileiro, com 6,3% do pessoal ocupado no setor (IBGE-PAS, 2002). Trata-se de segmentos da economia em constantes inovações tecnológicas e gerenciais trazendo conseqüências relevantes para as empresas da atualidade. Nesse sentido, os resultados encontrados traduzem claramente a relação entre o contexto de mudanças e o trabalho gerencial. Os gerentes têm sido pressionados a apresentarem resultados e não apenas a atingirem metas, mas supera-las. Para isso, eles necessitam de uma sensível capacidade de adaptação e de relacionamento interpessoal para conseguirem gerir sua equipe e colaborar rumo aos objetivos da empresa. Notou-se que os gerentes precisam investir em seu auto-desenvolvimento e manterem-se constantemente atualizados, já que o conhecimento passou a ser fundamental para o exercício da função gerencial. Por fim, observa-se que esses profissionais têm um papel importante na gestão das pessoas nas organizações e são responsáveis pelo bom funcionamento da mesma, sendo assim, deveriam se constituir em uma estratégia específica nas políticas e práticas de gestão de Recursos Humanos.Universidade Federal do Rio Grande do Sul2013-06-19info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionscientific articleAvaliado pelos paresartigo científicoapplication/pdfhttps://seer.ufrgs.br/index.php/read/article/view/40557Electronic Review of Administration; Vol. 12 No. 3 (2006): Edição 51 - mai/jun 2006Revista Electrónica de Administración; Vol. 12 Núm. 3 (2006): Edição 51 - mai/jun 2006Revista Eletrônica de Administração; v. 12 n. 3 (2006): Edição 51 - mai/jun 20061413-23111980-4164reponame:REAd (Porto Alegre. Online)instname:Universidade Federal do Rio Grande do Sul (UFRGS)instacron:UFRGSporhttps://seer.ufrgs.br/index.php/read/article/view/40557/25789de Oliveira Lopes Melo, Marlene Catarinade Souza Mageste, GizelleLopes Mendes, Eulerinfo:eu-repo/semantics/openAccess2013-06-19T18:16:39Zoai:seer.ufrgs.br:article/40557Revistahttp://seer.ufrgs.br/index.php/read/indexPUBhttps://seer.ufrgs.br/read/oaiea_read@ufrgs.br1413-23111413-2311opendoar:2013-06-19T18:16:39REAd (Porto Alegre. Online) - Universidade Federal do Rio Grande do Sul (UFRGS)false |
dc.title.none.fl_str_mv |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES GERENCIANDO OS GERENTES: REFLEXÕES E DESAFIOS PARA OS PROFISSIONAIS DE RECURSOS HUMANOS |
title |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
spellingShingle |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES de Oliveira Lopes Melo, Marlene Catarina Gerentes funções avaliação desafios gestão dos gerentes Recursos Humanos managers functions evaluation challenges management of the managers Human Resources |
title_short |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
title_full |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
title_fullStr |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
title_full_unstemmed |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
title_sort |
MANAGING THE MANAGERS: REFLECTIONS AND CHALLENGES FOR THE PROFESSIONALS OF HUMAN RESOURCES |
author |
de Oliveira Lopes Melo, Marlene Catarina |
author_facet |
de Oliveira Lopes Melo, Marlene Catarina de Souza Mageste, Gizelle Lopes Mendes, Euler |
author_role |
author |
author2 |
de Souza Mageste, Gizelle Lopes Mendes, Euler |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
de Oliveira Lopes Melo, Marlene Catarina de Souza Mageste, Gizelle Lopes Mendes, Euler |
dc.subject.por.fl_str_mv |
Gerentes funções avaliação desafios gestão dos gerentes Recursos Humanos managers functions evaluation challenges management of the managers Human Resources |
topic |
Gerentes funções avaliação desafios gestão dos gerentes Recursos Humanos managers functions evaluation challenges management of the managers Human Resources |
description |
This paper presents reflections on the management of the managerial group of the organizations and challenges for the professionals of Human Resources to provide politics and processes for the management with this group. Complex questions for the professionals of Human resources are considered: How to select a manager? Who is them or this professional? Which are the most necessary characteristics of him? How to determine his functions? How to conceive a program of managerial development? How to evaluate his work? How to deal with his demands and claims? How to deal with contradictions inherent of this function? To present a way to answer to these questions, the half-structuralized interviews were realized with 61 managers of averages and great companies in the area of telecommunications and computer science located in the Metropolitan Region of Belo Horizonte, Minas Gerais - Brazil, that represent 5.4% of the brazilian sector of services, with 6,3% of the busy staff in the sector. It is convenient to remember that this segment is of the economy in constant technological and managerial innovations bringing excellent consequences for the companies of the present time in Brazil. In this manner, the joined results translate the clearly relation between the context of changes and the managerial work. The managers have been pressured to present results and not only to reach goals, but also surpass them. They need a sensible capacity of adaptation and an interpersonal relationship to collaborate in the direction to the company’s objectives. The managers need to invest in them auto-development and to remain themselves constantly brought up to date, since the knowledge started to be a basic aspect to the exercise of the managerial function. Finally, it was observed that these professionals have an important paper in the management of the people in these organizations, being responsible for them good functioning, it would have to consist in a specific strategy in the politics and practices management of Human Resources. |
publishDate |
2013 |
dc.date.none.fl_str_mv |
2013-06-19 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion scientific article Avaliado pelos pares artigo científico |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://seer.ufrgs.br/index.php/read/article/view/40557 |
url |
https://seer.ufrgs.br/index.php/read/article/view/40557 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://seer.ufrgs.br/index.php/read/article/view/40557/25789 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Federal do Rio Grande do Sul |
publisher.none.fl_str_mv |
Universidade Federal do Rio Grande do Sul |
dc.source.none.fl_str_mv |
Electronic Review of Administration; Vol. 12 No. 3 (2006): Edição 51 - mai/jun 2006 Revista Electrónica de Administración; Vol. 12 Núm. 3 (2006): Edição 51 - mai/jun 2006 Revista Eletrônica de Administração; v. 12 n. 3 (2006): Edição 51 - mai/jun 2006 1413-2311 1980-4164 reponame:REAd (Porto Alegre. Online) instname:Universidade Federal do Rio Grande do Sul (UFRGS) instacron:UFRGS |
instname_str |
Universidade Federal do Rio Grande do Sul (UFRGS) |
instacron_str |
UFRGS |
institution |
UFRGS |
reponame_str |
REAd (Porto Alegre. Online) |
collection |
REAd (Porto Alegre. Online) |
repository.name.fl_str_mv |
REAd (Porto Alegre. Online) - Universidade Federal do Rio Grande do Sul (UFRGS) |
repository.mail.fl_str_mv |
ea_read@ufrgs.br |
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1799766203172913152 |