Gestão em saúde

RESUMO - As organizações de saúde, para além de muito complexas, sofrem a influência de importantes mudanças em curso nos sistemas de saúde, em que se integram, e que constituem novos desafios, com reflexos na sua gestão. Por isso se espera, cada vez mais, dos seus gestores uma atitude proactiva e inovadora, o que exige que o processo educativo conducente à formação dos gestores nesta área valorize, para além de conhecimentos técnicos aprofundados, outras dimensões de um futuro exercício: desde a capacidade de liderança em organizações em mudança, em cenários instáveis, à disponibilidade para suscitar a colaboração dos profissionais prestadores, passando pela faculdade de criação de coligações que facilitem processos de integração multidisciplinar e plurinstitucional, pela sensibilidade à relação qualidade/custo em ambientes de constrangimento financeiro e pela promoção da inovação. O presente artigo analisa duas questões subjacentes a um bom exercício e que atravessam a concepção de qualquer processo formativo em gestão: • A competência, que deverá ser o objectivo maior da formação em gestão; • A integração da aprendizagem enquanto elemento condicionante da angariação das aptidões necessárias.

Regret associated with past and future messes under a maximizing mind-set

Promotions can make you happy if you get the “best” deal or miserable if you miss it. Previous research on this topic has shown that people favor products associated with a past miss to products associated with a future miss, and people in a maximizing mind-set, i.e. people who search for the best in different domains, feel more regret in a consumption domain. This research confirms that consumers prefer purchasing a product associated with a past miss (Experiments 1 and 2) and that regret levels are higher when participants come across the future miss, under the maximizing mind-set (Experiment 2). These studies add to the notion that information on regret might prompt people to make decisions towards a more optimistic outcome.

Empowerment and intentions to resist future change: the moderating effect organization-based self-esteem

Nowadays, organizations face a constant need for adaptability, increasing the importance of change management. Our study focuses of how empowering leadership influences intentions to resist future changes, mediated by the effects of psychological and structural empowerment. From the responses of the two questionnaires (N1=230; Ntf=113), we found that empowering leadership fosters psychological and structural empowerment. Structural empowerment was the main driver in reducing intentions to resist future change when an employee has high organization-based self-esteem. Our findings add to the literature by examining how we can anticipate and manage change under an empowering context, building on social exchange and uncertainty reduction theories

Choosing between past and future regret

Sometimes decisions imply trade-offs that force people to accept missing an opportunity in the past or in the future. It has not yet been clarified whether a past miss or a future miss elicits more regret. In a direct comparison, Shani, Danziger, and Zeelenberg found support for the greater impact of future misses. In an experimental design with 216 students, we replicated their study and tested the strength of the future miss in a separate evaluation and with different periods. The results show that future misses cause less regret than past misses do when evaluated separately. However, future misses made participants change their feelings of regret more than past misses did. Feelings of regret did not decrease when future misses were further away. Our findings support the strength of future misses on regret but also show contrasting effects when evaluated separately. This indicates the further need for research in this topic.