O director de turma: perfil e múltiplas valências em análise

RESUMO: ―Director de Turma – Perfil e Múltiplas Valências em Análise‖ é um trabalho de investigação que visa abordar a Direcção de Turma, no âmbito da supervisão intermédia da Escola. Nesta investigação, o principal objectivo é estudar quais as concepções que os Alunos e os Directores de Turma possuem, relativamente ao perfil e às funções de um Director de Turma, bem como analisar as competências que os Directores de Escola privilegiam num docente para exercer o cargo de Director de Turma. A metodologia a aplicar é do tipo descritivo. Os sujeitos são constituídos por 198 alunos do 9º ano de escolaridade do Ensino Básico, pertencentes a seis escolas do Distrito de Setúbal, perfazendo nove turmas, respectivos Directores de Turma e três Directores de Escolas Públicas. Para ter acesso às opiniões dos alunos, Directores de Turma e Directores de Escola recorremos à elaboração de questionários e a uma escala de atitudes, bem como a entrevistas semi – estruturadas. Neste enquadramento, pretende-se saber se, apesar de existir um suporte legislativo que concede ao Director de Turma responsabilidades específicas no domínio da coordenação, existe inconsistência entre esta atribuição de poderes e a respectiva operacionalização, bem como conhecer o perfil desejado de um Director de Turma. ABSTRACT: ―Homeroom teacher – its profile, organization and the extent of its work‖ is a research paper on the inestimable value of the role of the Portuguese homeroom teacher, as the supervising link between the students and the school´s principal. This study aims to unveil how homeroom teachers are regarded by the students, as well as analyze what skills school principals expect from them and also their own take on this subject. The methodology chosen was the descriptive kind. The subjects for this research were 198 students from the 9th grade (Junior – High) from six schools, all from the Setubal district, a total of nine classes, their corresponding homeroom teachers plus three state school principals. Students have answered questionnaires and their scores ranking them on a scale of attitudes. Semi-structured interviews also took place. Even though there is legislation that mentions in detail which are the administrative responsibilities, and profile of the homeroom teacher, the goal would be to understand if the powers that are granted match the challenges the homeroom teacher faces every day in the educational field.

Personalidade e agressividade : um estudo em militares de protecção e socorro

RESUMO: A protecção e socorro é das missões mais recentes na instituição militar em Portugal, nomeadamente a intervenção em catástrofes. As características têm um papel decisivo, pois podem condicionar de forma determinante o sucesso da missão. O discernimento do indivíduo é imperativo nas situações, não pode haver erros, pois os custos humanos e económicos são demasiado elevados. Foi estudada uma amostra de 535 militares oportugueses de uma força de elite helitransportada que actua em catástrofes, em que a média de idades é de 28 anos (DP=4,4), tendo o militar mais novo 20 anos e o mais velho 49 anos. O escalão etário mais representado é o escalão dos 26-30 anos que compreende 52,7% desta força militar operacional. Para esta investigação utilizámos como medidas de avaliação o Inventário de Personalidade Neo revisto, NEOPI-R (Costa & McCrae 1992), o Questionário de Agressividade, AQ (Buss & Perry, 1992)e a Escala de Desejabilidade Social de Paulhus, PDS (Paulhus, 1998) para aceder à relação entre personalidade, agressividade e desejabilidade social em militares de protecção e socorro. Conclui-se que os militares de protecção e socorro demonstram valores elevados de conscienciosidade e valores mais baixos ao nível do domínio do neuroticismo. Demonstraram resultados mais elevados na dimensão Gestão da imagem e mais baixos na dimensão de Auto apresentação favorável. Apresentam ainda níveis de agressividade física bastante elevados e níveis de irritabilidade mais baixos. ABSTRACT: Rescue and protection is one of the latest missions in the Military Corps in Portugal, namely the Disaster Intervention. It depends directly on individual characteristics such as personality and how the military deal with extreme and tension situations. These characteristics have a decisive role, as they contribute to the success of decisive missions. The discernment of the individual is imperative in situations where there can be mistakes, because the human and economic costs are too high. The studied sample consisted of 535 soldiers of the military Portuguese Protection and Rescue, an elite force heliborne, where the average age is 28 years (DP=4,4 years), having the younger military 20 years and the oldest 49 years. The age group most represented is the level 26-30 years comprising 52.7% of this military operational force. In order to make this investigation we used the following measures : the Neo Personality Inventory Revised, NEOPI-R (costa & McCrae, 1992), the Agression Questionnaire, AQ (Buss & Perry, 1992), and the Paulhus Deception Scale, PDS (Paulhus, 1998) to access the relationship between personality, aggressiveness and social desirability in Rescue and Protection Military. It is concluded that Rescue and Protection military show high values of conscientiousness and lower values of neuroticism. They also show higher scores on the impression management and lower scores on the Self-Deceptive Enhancement dimension. Subjects also present high levels of physical aggression and lower levels of anger.

Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.