Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ
Autor(a) principal: | |
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Data de Publicação: | 2002 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Biblioteca Digital de Teses e Dissertações da UFRRJ |
Texto Completo: | https://tede.ufrrj.br/jspui/handle/tede/950 |
Resumo: | Some time ago, specifically before globalization, there were companies that were organized in the following way: the high administration and the managerial body, the late, for its time, was formed by production, sales, administrative and financial managers. Practically, there was no talk about Human Resources Management. Unless, the fact that there was only a documental area, in other words, a great database. In the beginning of the decade of 90, with the entrance of competitive companies with different organization charts and the intention of fixing at the Brazilian market, the chaos was stablished in the organizations. It was noticed that battles were locked exactly when several sectors, considered strategic, avoided a responsability, justifying their weak performance. The Commercial area blamed the production area for the decline of sales; consequentely, the production area showed its overfilled stocks, demonstrating dissatisfaction with regard to sales. Sometimes, the two areas turned against marketing area . At the end, the financial area always demonstrated the loss of the profits, the bank loans and the mortgages. At this time, lots of companies, technologically advanced, reminded that their equipments and processes were managed by people, making that the people's manager to become part of the decisions team in these organizations. It is possibible to visualize a new time for these organizations, because of the interdisciplinarity that is promoted by the Human Resources area. In other words, the integration of the responsible parts for the organizational dynamic. Therefore, the objective of this work is to emphasize the importance of the interdisciplinarity forr increasing the results in the following areas - production, sales, financial and motivacional. The findings obtained confirm that in companies of a variety of fields of activity, the Personal Department still prevails over the Human Resources Department. It is noticed as a financial matter, what causes a significant delay at the companies development. From the companies analised, those who were in trouble a few years ago now are sure the association of all parts of Human Resources Department (strategical selection, training and remuneration) and the partnership due to interdisciplinarity are the keys to solve personal problems and to develop quickly. |
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Boas, Ana Alice VilasCPF:55927491634http://buscatextual.cnpq.br/buscatextual/visualizacv.do?id=K4723288D7CPF:93666942768Luna, J?lio C?sar de Mesquita2016-04-28T20:19:11Z2012-09-272002-12-20LUNA, J?lio C?sar de Mesquita. Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ. 2002. 63 f. Disserta??o (Mestrado Profissional em Gest?o e Estrat?gia) - Instituto de Ci?ncias Humanas e Sociais, Universidade Federal Rural do Rio de Janeiro, Serop?dica - RJ, 2002.https://tede.ufrrj.br/jspui/handle/tede/950Some time ago, specifically before globalization, there were companies that were organized in the following way: the high administration and the managerial body, the late, for its time, was formed by production, sales, administrative and financial managers. Practically, there was no talk about Human Resources Management. Unless, the fact that there was only a documental area, in other words, a great database. In the beginning of the decade of 90, with the entrance of competitive companies with different organization charts and the intention of fixing at the Brazilian market, the chaos was stablished in the organizations. It was noticed that battles were locked exactly when several sectors, considered strategic, avoided a responsability, justifying their weak performance. The Commercial area blamed the production area for the decline of sales; consequentely, the production area showed its overfilled stocks, demonstrating dissatisfaction with regard to sales. Sometimes, the two areas turned against marketing area . At the end, the financial area always demonstrated the loss of the profits, the bank loans and the mortgages. At this time, lots of companies, technologically advanced, reminded that their equipments and processes were managed by people, making that the people's manager to become part of the decisions team in these organizations. It is possibible to visualize a new time for these organizations, because of the interdisciplinarity that is promoted by the Human Resources area. In other words, the integration of the responsible parts for the organizational dynamic. Therefore, the objective of this work is to emphasize the importance of the interdisciplinarity forr increasing the results in the following areas - production, sales, financial and motivacional. The findings obtained confirm that in companies of a variety of fields of activity, the Personal Department still prevails over the Human Resources Department. It is noticed as a financial matter, what causes a significant delay at the companies development. From the companies analised, those who were in trouble a few years ago now are sure the association of all parts of Human Resources Department (strategical selection, training and remuneration) and the partnership due to interdisciplinarity are the keys to solve personal problems and to develop quickly.H? tempos atr?s, especificamente antes da globaliza??o, depar?vamos com empresas que eram organizadas da seguinte forma: existia a alta administra??o e o corpo gerencial, que por sua vez, era formado por gerentes de produ??o, de vendas e administrativo-financeiro. Praticamente, n?o se falava em Gest?o de Recursos Humanos. A n?o ser, o fato de se ter um setor puramente documental, ou seja, um grande banco de dados, conhecido como Departamento Pessoal. No in?cio da d?cada de 90, com a entrada de empresas competitivas, com organograma diferente e inten??o de se fixar no mercado brasileiro, instituiu-se o caos nas organiza??es. Percebia-se que batalhas eram travadas ao final de cada per?odo, exatamente no momento em que os diversos setores, considerados estrat?gicos, se esquivavam, justificando muitas vezes a sua fraca performance. A ?rea comercial colocava a culpa pelo decl?nio de vendas na ?rea de produ??o; por sua vez, produ??o mostrava seu estoque abarrotado demonstrando descontentamento com rela??o a vendas. ?s vezes, as duas ?reas se voltavam contra marketing, ao final, a ?rea financeira sempre sinalizando a perda dos lucros, empr?stimos aos bancos, bens em garantia, enfim, era instalado o caos. Neste momento, muitas empresas, avan?adas tecnologicamente, lembraram que seus equipamentos, processos eram orientados por pessoas, dando assim, origem a entrada do gestor de pessoas no rol decisor dessas organiza??es. Observa-se a?, um novo per?odo para estas, pois a interdisciplinaridade, que ? promovida pela ?rea de Recursos Humanos, favorece a integra??o das partes respons?veis pela din?mica organizacional. O objetivo desse trabalho ? ressaltar a import?ncia da interdisciplinaridade na gest?o estrat?gica de pessoas. Este trabalho foi realizado no munic?pio de Maca? e em empresas sediadas na cidade do Rio de Janeiro. A an?lise das informa??es fornecidas pelas empresas foi implementada atrav?s dos pressupostos metodol?gicos de Yin (1994) e Mason (1996). Os resultados percebidos ao final deste trabalho foram a confirma??o de que em empresas de v?rios segmentos, o DP ainda prevalece como RH. D?-se uma impress?o de que acontece por uma quest?o financeira, o que proporciona um atraso significativo no desenvolvimento das organiza??es. As empresas pesquisadas que h? alguns anos encontravam-se com dificuldades, est?o convictas de que a partir da descoberta da uni?o de for?as dos v?rios setores do RH (sele??o estrat?gica, treinamento, e remunera??o) e da parceria provocada pela interdisciplinaridade, conseguir?o buscar solu??es para seus problemas de pessoal e ir?o se desenvolver mais rapidamente.Made available in DSpace on 2016-04-28T20:19:11Z (GMT). No. of bitstreams: 1 2002 - J?lio C?sar de Mesquita Luna.pdf: 1575774 bytes, checksum: 80d8286bc214d8fb6a057458732d789b (MD5) Previous issue date: 2002-12-20application/pdfhttps://tede.ufrrj.br/retrieve/60526/2002%20-%20J%c3%balio%20C%c3%a9sar%20de%20Mesquita%20Luna.pdf.jpgporUniversidade Federal Rural do Rio de JaneiroPrograma de P?s-Gradua??o em Gest?o e Estrat?giaUFRRJBrasilInstituto de Ci?ncias Humanas e Sociaisgest?o de Pessoassubsistemas de RHcompet?nciaspeople managementhuman resources subsistemscompetenceAdministra??oInterdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJThe reality of Rio de Janeiro?s organizations, RJinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisinfo:eu-repo/semantics/openAccessreponame:Biblioteca Digital de Teses e Dissertações da UFRRJinstname:Universidade Federal Rural do Rio de Janeiro (UFRRJ)instacron:UFRRJTHUMBNAIL2002 - J?lio C?sar de Mesquita Luna.pdf.jpg2002 - J?lio C?sar de Mesquita Luna.pdf.jpgimage/jpeg1943http://localhost:8080/tede/bitstream/tede/950/3/2002+-+J%C3%BAlio+C%C3%A9sar+de+Mesquita+Luna.pdf.jpgcc73c4c239a4c332d642ba1e7c7a9fb2MD53TEXT2002 - J?lio C?sar de Mesquita Luna.pdf.txt2002 - J?lio C?sar de Mesquita Luna.pdf.txttext/plain113153http://localhost:8080/tede/bitstream/tede/950/2/2002+-+J%C3%BAlio+C%C3%A9sar+de+Mesquita+Luna.pdf.txt2db3fbeee1d76e398872effd3f678857MD52ORIGINAL2002 - J?lio C?sar de Mesquita Luna.pdf2002 - J?lio C?sar de Mesquita Luna.pdfapplication/pdf1576388http://localhost:8080/tede/bitstream/tede/950/1/2002+-+J%C3%BAlio+C%C3%A9sar+de+Mesquita+Luna.pdf3468e2d29a3594bd2ddb11be6cb4c8a7MD51tede/9502021-08-09 10:26:23.447oai:localhost:tede/950Biblioteca Digital de Teses e Dissertaçõeshttps://tede.ufrrj.br/PUBhttps://tede.ufrrj.br/oai/requestbibliot@ufrrj.br||bibliot@ufrrj.bropendoar:2021-08-09T13:26:23Biblioteca Digital de Teses e Dissertações da UFRRJ - Universidade Federal Rural do Rio de Janeiro (UFRRJ)false |
dc.title.por.fl_str_mv |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
dc.title.alternative.eng.fl_str_mv |
The reality of Rio de Janeiro?s organizations, RJ |
title |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
spellingShingle |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ Luna, J?lio C?sar de Mesquita gest?o de Pessoas subsistemas de RH compet?ncias people management human resources subsistems competence Administra??o |
title_short |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
title_full |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
title_fullStr |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
title_full_unstemmed |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
title_sort |
Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ |
author |
Luna, J?lio C?sar de Mesquita |
author_facet |
Luna, J?lio C?sar de Mesquita |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Boas, Ana Alice Vilas |
dc.contributor.advisor1ID.fl_str_mv |
CPF:55927491634 |
dc.contributor.advisor1Lattes.fl_str_mv |
http://buscatextual.cnpq.br/buscatextual/visualizacv.do?id=K4723288D7 |
dc.contributor.authorID.fl_str_mv |
CPF:93666942768 |
dc.contributor.author.fl_str_mv |
Luna, J?lio C?sar de Mesquita |
contributor_str_mv |
Boas, Ana Alice Vilas |
dc.subject.por.fl_str_mv |
gest?o de Pessoas subsistemas de RH compet?ncias |
topic |
gest?o de Pessoas subsistemas de RH compet?ncias people management human resources subsistems competence Administra??o |
dc.subject.eng.fl_str_mv |
people management human resources subsistems competence |
dc.subject.cnpq.fl_str_mv |
Administra??o |
description |
Some time ago, specifically before globalization, there were companies that were organized in the following way: the high administration and the managerial body, the late, for its time, was formed by production, sales, administrative and financial managers. Practically, there was no talk about Human Resources Management. Unless, the fact that there was only a documental area, in other words, a great database. In the beginning of the decade of 90, with the entrance of competitive companies with different organization charts and the intention of fixing at the Brazilian market, the chaos was stablished in the organizations. It was noticed that battles were locked exactly when several sectors, considered strategic, avoided a responsability, justifying their weak performance. The Commercial area blamed the production area for the decline of sales; consequentely, the production area showed its overfilled stocks, demonstrating dissatisfaction with regard to sales. Sometimes, the two areas turned against marketing area . At the end, the financial area always demonstrated the loss of the profits, the bank loans and the mortgages. At this time, lots of companies, technologically advanced, reminded that their equipments and processes were managed by people, making that the people's manager to become part of the decisions team in these organizations. It is possibible to visualize a new time for these organizations, because of the interdisciplinarity that is promoted by the Human Resources area. In other words, the integration of the responsible parts for the organizational dynamic. Therefore, the objective of this work is to emphasize the importance of the interdisciplinarity forr increasing the results in the following areas - production, sales, financial and motivacional. The findings obtained confirm that in companies of a variety of fields of activity, the Personal Department still prevails over the Human Resources Department. It is noticed as a financial matter, what causes a significant delay at the companies development. From the companies analised, those who were in trouble a few years ago now are sure the association of all parts of Human Resources Department (strategical selection, training and remuneration) and the partnership due to interdisciplinarity are the keys to solve personal problems and to develop quickly. |
publishDate |
2002 |
dc.date.issued.fl_str_mv |
2002-12-20 |
dc.date.available.fl_str_mv |
2012-09-27 |
dc.date.accessioned.fl_str_mv |
2016-04-28T20:19:11Z |
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info:eu-repo/semantics/publishedVersion |
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info:eu-repo/semantics/masterThesis |
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masterThesis |
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publishedVersion |
dc.identifier.citation.fl_str_mv |
LUNA, J?lio C?sar de Mesquita. Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ. 2002. 63 f. Disserta??o (Mestrado Profissional em Gest?o e Estrat?gia) - Instituto de Ci?ncias Humanas e Sociais, Universidade Federal Rural do Rio de Janeiro, Serop?dica - RJ, 2002. |
dc.identifier.uri.fl_str_mv |
https://tede.ufrrj.br/jspui/handle/tede/950 |
identifier_str_mv |
LUNA, J?lio C?sar de Mesquita. Interdisciplinaridade em gest?o de pessoas: a realidade nas organiza??es do RJ. 2002. 63 f. Disserta??o (Mestrado Profissional em Gest?o e Estrat?gia) - Instituto de Ci?ncias Humanas e Sociais, Universidade Federal Rural do Rio de Janeiro, Serop?dica - RJ, 2002. |
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Universidade Federal Rural do Rio de Janeiro |
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