Atribuições causais de alunos do 9ºano de escolaridade face ao (in)sucesso a matemática

Dissertação de Mestrado apresentada no Instituto Superior de Psicologia Aplicada para obtenção de grau de Mestre na especialidade de Psicologia Educacional

Burnout em auxiliares de acção médica e sua relação com traços de personalidade e estratégias de coping

Dissertação de Mestrado apresentada ao Instituto Superior de Psicologia Aplicada para obtenção de grau de Mestre na especialidade de Psicologia Clínica

Concepção de responsabilidade, solicitações na escolaridade dos filhos e envolvimento parental: Que relações?

Dissertação de Mestrado apresentada ao Instituto Superior de Psicologia Aplicada para obtenção de grau de Mestre na especialidade de Psicologia Educacional

Clima psicológico e desempenho organizacional nas secções de uma autarquia local

Dissertação de Mestrado apresentada ao Instituto Superior de Psicologia Aplicada para a obtenção do grau de Mestre na especificidade de Psicologia Social e das Organizações

Colhendo tempestades : A gestão de pessoas criativas

Este artigo aborda o desafio que existe em transformar métodos criativos, mas não ortodoxos, em acção organizacional construtiva. As pessoas criativas são muitas vezes consideradas como causadoras de problemas, mas, na realidade, elas podem ser uma fonte de produtos, ou de processos, inovadores para a sua organização. O documento começa com uma discussão sobre o que é criatividade, focando quer a noção popular quer a noção de genialidade. Em seguida, são explorados alguns dos aspectos do desenvolvimento psicológico que contribuem para a criatividade individual. Como resultado das experiências vividas ao longo do desenvolvimento, conclui-se que a criatividade pode assumir uma de duas formas possíveis: construtiva ou reactiva. Para ilustrar estas formas de criatividade, são dados exemplos de artistas, escritores e compositores reconhecidos internacionalmente. Por fim, o artigo mostra como o conhecimento das raízes da criatividade é essencial em contexto organizacional. São dadas sugestões para dirigir pessoas criativas em contextos organizacionais, culturais e de liderança diversificados.

A film director’s challenge : To manage – to manage? – The creative process in a film project

The aim of this text is to discuss how it is possible to manage the art creating process in a film project, where the circumstances are often turbulent. In normative project management literature one proceeds from the idea that a project is realised in a stable world from a clear goal. In a film project there is often a need to change your plans, to improvise both in front of the camera as well as behind the camera. In the theoretical cinematic literature the responsibility for the final film text is more and more being viewed as a product of not only the director, but of the whole team’s work. Consequently, the narrative of leadership/management in a film team can be viewed from a relational perspective where the director and those s/he interacts with, are responsible for the action, relations and social situations they construe jointly in the process of filmmaking. The organization of a film project is a temporary one. The members of a team are seldom the same from one production to another, as well as the creative process always being unique. According to process thinking, organizing can be seen as the ongoing creative activity where we structure and stabilize the chaotic, moving reality. As concerns a film project, the process of becoming of the filmic expression; careful plans, on the one hand, and improvisation and flexibility in action, on the other hand, are a precondition for its realisation. The director when setting a linguistic formulation to what is to be done, can be considered as a practical author.

Inércia organizacional

Ultimamente muitas investigações têm sido levadas a cabo em diferentes áreas das Ciências Sociais e Humanas, nas quais o fenómeno de inércia, suas causas e resultados têm sido estudados, a saber: na Filosofia (Ética e Praxeologia), na Psicologia ou na Teoria Organizacional. Todavia, parece que a literatura científica das Ciências Sociais, maioritariamente baseada em estudos empíricos, nos quais a inércia é uma das variáveis independentes, carece de reflexão teórica. O problema de inércia organizacional é analisado no presente artigo como um caso específico da inércia do comportamento humano. Este artigo aborda apenas algumas questões relacionadas com a inércia do comportamento humano: o problema da aplicação directa do princípio mecânico para a área psicossocial, algumas concepções deste fenómeno nas Ciências Sociais com especial enfoque na Teoria organizacional, bem como a avaliação deste fenómeno. Por estas razões, o texto concentra- se nos aspectos conceptuais do fenómeno, levantando mais questões do que dando respostas. Tem um carácter introdutório a futuras investigações.

Gestão do conhecimento : Dos dados à informação e ao conhecimento

O presente artigo insere-se num projecto de investigação mais vasto e actualmente em curso que visa analisar as relações, teoricamente estabelecidas, entre a gestão do conhecimento e a competitividade organizacional, bem como compreender o papel que a tecnologia desempenha nos processos que suportam a gestão do conhecimento organizacional. Neste contexto, desde cedo sentimos a necessidade de clarificar os conceitos-chave passíveis de conduzir à definição do conceito de gestão do conhecimento, nomeadamente no que concerne à distinção entre o conceito de conhecimento e outros que, habitualmente, lhe surgem associados, designadamente, o de dados e o de informação. Para concretizar este objectivo, efectuámos uma análise de conteúdo ao conjunto das definições presentes na literatura revista, que, para além de possibilitar a clarificação do pensamento dos autores que aludem à temática da gestão do conhecimento, possibilitou uma distinção mais clara dos três conceitos em análise. Este artigo visa introduzir alguma clarificação conceptual neste domínio, realçando diferenças e articulações entre orientações teóricas, ou seja, visa traçar um quadro em que a literatura que gira em torno da gestão do conhecimento adquira uma nova inteligibilidade, facilitando, assim, a discussão desta problemática e permitindo, igualmente, uma melhor compreensão das diversas contribuições.

Sketching the temporal landscape : The case of night nursing

We take for granted that we exist in dimensions of time and space. We accept that time passes and that space extends as a matter of course. Just as our personal space is important to us, so is time of our own. The individual is capable of developing a variety of time perspectives or orientations, each applicable to a different aspect of life, for instance, home, leisure, economic, political and organisational. Our temporal perspective influences a wide range of psychological processes, from motivation, emotions and spontaneity to risk-taking creativity and problem-solving. Our temporal landscapes are made up of recognisable domains, with permeable borders – private time and public time, home time and work time, past, present and future time, cyclical time. Just as a geography of space contains recognisable natural features – rivers, deserts, mountains – and features created by human beings – canals, roads, skyscrapers – so our temporal landscape contains natural features – day and night, the seasons – and features created by us – the ordering of social, economic, legal, and organisational time into, among others, the practices of family life, financial periods, prison sentences and workloads. This paper views the temporal landscapes of night nurses, and is based on longitudinal ethnographic research. It highlights areas such as shift work, workload, and the temporal aspects of caring. The result is the production of a map, albeit a rough one, of the temporal landscape inhabited by night nurses as they go about their working lives.

Gender and diversity in the workplace : Introduction to the special issue

Research on gender and diversity has taken longer than usual to develop in Portuguese academia. Different explanations can be provided for the apparent lack of interest in these matters. Comparative cultural studies have depicted Portuguese culture as scoring high on femininity (Hofstede, 1991). «Femininity pertains to societies in which social gender roles overlap» (p. 82) and it may have an influence on people’s attitudes towards ‘the other’ and the role of men and women in the organisation, and in shaping the individual’s behaviour and attitudes towards equality and diversity. On the other hand, Portuguese society likes to portray itself as a homogenous society (Cabral-Cardoso, 2002). Taken together, these factors may partly explain why gender and diversity issues have failed to make it to the top of research agendas in Portuguese academia. The limited number of papers included in this special issue and focusing on the Portuguese context still reflects that state of affairs.

Equity, equality and diversity : A cross-country comparison

Differences in the workplace, also known as workforce diversity, evoke varied approaches in different countries. These include equity, equal opportunities, affirmative action and managing diversity. This paper compares methods in the US, Canada, UK, India, and South Africa. The system in each country is described and compared using several parameters. These are: the emphasis on sameness or difference; focus on individuals versus groups, classes or categories; voluntary action versus compulsory requirements; and remedies available. All are examined within the context of the national background and culture. The paper concludes that each system has both benefits and drawbacks, and gives lie to the assumption that there is any perfect legislative or voluntary approach to workplace diversity.

The gendered organisation : A positive critique

In this article we go back to basics – to the very idea of the gendered organisation. Probably all researchers on gender and diversity in the workplace have some notion, however implicit, of the gendered organisation. This applies in both empirical research and more general theoretical analysis of organisations and management. Our task here is to assist in making explicit what those assumptions may be and help us to take a critical look at how we understand and conceptualise ‘the gendered organisation’, and the assumptions that we bring with us in our own and others’ work. We organise our discussion in two main parts. First, we examine the concept of the gendered organisation, by setting out a very short history, including some of the basic assumptions about the gendered organisation and some continuing questions in studying the gendered organisation. The second main part develops a positive critique of the concept of the gendered organisation. This positive critique involves the re-evaluation of several key elements: the concept of ‘organisation’ itself; the concept of ‘gender’; the relation of gender and sexuality; the relations of gender, sexuality, violence and violation; the intersection of gender and other social divisions; as well as some more general methodological critiques. This critical engagement is a necessary part of empirical and conceptual development on gender and diversity in workplaces and organisations more generally.

«We need more women in managerial jobs» – Gender equality and management in the Nordic context : Deconstruction and critical perspectives

Focusing on the Nordic context, this article highlights complexities between gender equality discourse established at the societal level and discursive practice in organizations, particularly in relation to management, managing and managers. This research task is carried out by deconstructing a management text, and grounding the deconstruction in critical feminist literature. This analysis illustrates how managerial discourse is challenged and questioned by pro-egaliterian arguments in the Nordic context. However, it also demonstrates the pervasiveness of the gendered elements in managerial discourse, which relies on specific conceptions of parenthood where motherhood is constructed as problematic whereas fatherhood remains absent – and thus unproblematic. It is suggested that the ‘Nordic case’ provides a fruitful basis for similar studies in other societal contexts in Europe.

Networking among female ethnic minority entrepreneurs

The labor market in the multicultural society is a major arena where the interrelation of gender and ethnicity is expressed in processes of discrimination, sexism and racism. For women from ethnic minorities, one way to avoid these problems is to work in migrant enterprises. As this may ease tensions related to ethnicity, it does not solve gender-related problems like the subordination of women and the perception of female migrants as ‘just’ daughters, mothers and wives by male co-migrants. Female ethnic minority entrepreneurship may be the way to escape such processes. In the Netherlands, 25% of all ethnic minority entrepreneurs are female. However, little is known about their socio-economic background and the way they perceive their businesses. Moreover, there is a theoretical haphazardness concerning the phenomenon female ethnic minority entrepreneurship. Although recently researchers have opted for an integral theory called the ‘mixed-embeddedness’ approach as to explain ethnic minority entrepreneurship through a combination of personal, sociocultural and structural factors, the role of gender still seems to be underexposed in this theory. Likewise, the literature concerning entrepreneurial networking has hardly interfered with both gender and ethnicity. Therefore, this paper provides a state of affairs concerning the research and literature on ethnic minority entrepreneurship, gender and networks. It argues that a better understanding of female ethnic minority entrepreneurship requires further scientific attention and that a contribution needs to be made to theory development regarding the interrelation of ethnicity and gender in entrepreneurship and in entrepreneurial networks particularly.

Working towards leisure

Expanded individual availability and flexibility is necessary in order to progress in a management career to senior level. If managers owe all their time to the organisation and their work as managers they are left with no time to invest in the management of their private lives. Therefore, it remains unspoken in their management work how they are able to create time and space to enjoy free time during their non-working hours. Managers female partners prepare all the domestic work in the private sphere in order for the manager to enjoy their free time in any leisure activity. The empirical evidence for this argument derives from 64 in-depth interviews with male managers from three European countries (Germany, Portugal, the United Kingdom) working for one large multinational company. These interviews cover the views of a variety of male managers with an age range between 30 and 65 years and, thus, different management positions and life stages. This article explores three different layers of time in male managers work careers: non-working time, free-time and leisure time. It includes the concept of leisure work which enables managers to devote themselves absolutely to whatever they want to do in their non-working time. Therefore combining a professional career and family life for male managers is only a question of balancing their work as male managers and leisure time and not an issue of tension between employment and domestic obligations.