Aprendizagem das competências dos gerentes de vendas da indústria farmacêutica

• Autor(a) principal: Silva, Márcio Pereira da
• Data de Publicação: 2014
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/23464
• topic: competências; aprendizagem; indústria farmacêutica; gerente de vendas; skills; learning; pharmaceutical industry; sales manager; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

This study aims to understand the process of learning the skills of sales managers in the pharmaceutical segment to the performance of their duties. The choice to study this particular segment is due to the specificity of their work since, unlike the vast majority of managers, the sales manager works in a foreign environment (extern ambient), ie, without access to the company's office or physical resources. Moreover, few studies discuss the topic in the context and specificity of the pharmaceutical industry. This is a qualitative study that used as data construction strategy semistructured interviews conducted with 12 sales managers of the national and multinational pharmaceutical industry: four primary care business managers, four managers of the hospital business and four managers of government business. To discuss formal, informal and experiential learning, the studies of Watkins and Marsick (1992) and Kolb (1984) were used, and to address skills, above all, the holistic models of Cheetham and Chivers (1998), Le Boterf (2003) and Zarifian (2001) were considered to contextualize the world of the work sales manager in the pharmaceutical industry. The results show that the process of learning the skills of the sales manager occurs more significantly in informal learning experiences in everyday life. The managers barely went through formal learning experiences that were helpful to them in the transition process in career after promotion. Considering the model of Cheetham and Chivers, the four dimensions of competency: cognitive, functional, behavioral and values/ethics were observed, the latter two with significant relevance, due to the strengthening of the political code of conduct of the pharmaceutical industry in recent years.