Development, progress and economic growth

Progress was an idea of the 18th century; development, a project of the 20th century that continues into the 21st century. Progress was associated with the advance of reason, development with the fulfillment of the five political objectives that modern societies set for themselves: security, freedom, economic well-being, social justice and protection of the environment. Today we can view progress and development as equivalent. Both were products of the capitalist revolution, and of the economic development that began with it. Economic development or growth, in its turn, is the process of capital accumulation with the incorporation of technical progress that, mainly through productive sophistication and the increase of the value of labor, increases wages and improves standards of living. The five objectives that define development, as well as the three social instances existing in society change in an interdependent way.

Revolução capitalista e formação do estado-nação

The Capitalist Revolution was the period of the transition from the ancient societies to capitalism; it was a long transition that began in the north of Italy, in the 14th century, and for the first time got completed in England, in the second part of the 18th century, with the formation of the nation state and the Industrial Revolution; it is a major rupture, which divided the history of mankind between a period where empires or civilizations prospered and then fell into decadence and disappeared, and a period of ingrained economic development and long-term improvement of standards of living. Since then the different peoples are engaged in the social construction of their nations and their states; since then, they are experiencing economic development, because capitalism is essentially dynamic; since then they are struggling for the political objectives that they historically defined for themselves from that revolution: security, freedom, economic well-being, social justice, and protection of the environment.

Estado capaz (desenvolvimentista) e democracia em países pré-industriais

This paper distinguishes three types of countries (rich, middle-income, and pre-industrial) and discusses the problems of state capability and the quality of democracy in the later, which include the poor countries. A consolidate democracy supposes that the country has realized its capitalist revolution and counts with a relatively capable state. The challenge of pre-industrial countries is to build their nation and a reasonably capable state, and to make their national and industrial revolution. The democratic state will be its main instrument to achieve the five political objectives that modern societies defined historically: security, individual liberty, economic well-being, social justice, and protection of the environment. Given the demand of the people and the pressure of rich countries since the 1980s, this state will have to be democratic, but, historically, all industrial revolutions were the outcome of a developmental strategy, and none of them were accomplished in the realm of democracy. This is the main contradiction and the main challenge faced by populist leaders who try to develop their countries, having as adversaries the local liberal oligarchy and the rich countries or the West. They must build a capable state, but their poorly organized societies do not help. They must give priority to economic growth, but the people ask for more social services. Thus, to govern these countries is extremely difficult.

A revolução capitalista

The Capitalist Revolution was the period of the transition from the ancient societies to capitalism; it was a long transition that began in North Italy, in the 14th century, and for the first time got completed in England, in the second part of the 18th century, with the formation of the nation state and the Industrial Revolution; it is a major rupture, which divided the history of mankind between a period where empires or civilizations prospered and fell into decadence and disappeared, to a period of ingrained economic development and long-term improvement of standards of living. Since then the different peoples are engaged in the social construction of their nations and their states; since then, they are experiencing economic development, because capitalism is essentially dynamic; since then they are struggling for the political objectives that they historically defined for themselves since that revolution: security, freedom, economic well-being, social justice, and protection of the environment.

Responsabilidade social das empresas e valores humanos: um estudo sobre a atitude dos gestores brasileiros

In the last decades of the 21st century, Corporate Social Responsibility (CSR) has become one of the most widely debated issues in business management, concerning researchers, politicians, managers and society at large. With multilateral implications in economic and social life, CSR refers, essentially, to the discussion about the boundaries of business intervention in society and the ethical limits that should regulate that intervention. It questions the impact of business practices in social well-being, the role left for corporations and for the State in attending to community needs, and which are, at last, the responsibilities that tie enterprises to society. In this research, CSR is approached from the perspective of its ethical foundations, based on the moral reasoning of the business manager, as a key organizational leader with relevant decision power. Specifically, the research aims to understand how the personal human value system and the ethical orientation of managers influence their attitude towards CSR, considering this attitude as an indicator of managerial behavior that translates into corporate performance. Theoretically, CSR concept is discussed and presented as a set of social commitments, based on a strict interpretation of its meaning. As to human values, its philosophical roots are briefly analyzed and Schwartz modern motivational theory is addressed as main reference for studying the personal value system of managers in this research. Concerning ethics, based on classical theory from moral philosophy, references are seek in John Stuart Mill¿s utilitarianism, Immanuel Kant¿s deontological absolutism, John Rawls¿s theory of justice and the ethics of virtue inspired by Aristotle¿s moral thoughts. Based on an extended literature review, research hypothesis are proposed as part of a theoretical model of analysis named Individual Attitude Towards Social Responsibility Model. In order to test the theory¿s empirical validity, it was conducted a field study with 252 Brazilian managers, mainly from the metropolitan areas of São Paulo and Rio de Janeiro. Results show that managerial attitude aligned with CSR principles is favored by conservative personal values, protectors of stability and centered on collective will, and by an ethical orientation based on egalitarianism as postulated by distributive justice principles. However, results also show that the influence of values and personal ethics on managerial attitude towards CSR only occur in managers younger than 30 years old. Findings and their meanings are discussed, as well as summarized in the Axiological and Ethical Determinants of Managers¿ Social Commitment Model. Finally, methodological limitations are evaluated and clues for further research are suggested.

Limites e possibilidades da gestão sob o enfoque holístico

O tema Gestão sob o enfoque holístico surgiu a partir de uma leitura da revista HSM Management de setembro-outubro/2000. O artigo abordava o novo paradigma de gerenciar funcionários, que privilegia a busca do bem-estar, onde muitas empresas estão sendo obrigadas a revisar suas políticas de recursos humanos para enfocar as três dimensões de um indivíduo - corpo, mente e espírito. Segundo a reportagem, pesquisas da PricewaterhouseCoopers, Universum e outras organizações constataram que o equilíbrio trabalho/vida não é apenas uma demanda dos atuais empregados, mas também uma das principais prioridades dos formandos em universidades do mundo todo. A intensa luta para atrair funcionários de alto gabarito colocará a empresa com abordagem mais holística um degrau acima de suas concorrentes. Para as empresas, atender as verdadeiras necessidades individuais de seus funcionários é um novo paradigma na maneira de gerenciar seus negócios. O que mudou é a percepção de que o ser humano é fator primordial de competitividade e deixou de ser insumo. O ser humano passou a ser tendencialmente o centro, o foco das relações. Ainda que este conceito aparente estar longe da realidade organizacional brasileira, em função da distância entre o discurso e a prática de um modelo de gestão que considere o funcionário como um ser integral, já temos exemplos de empresas que estão adotando este princípio. A necessidade do equilíbrio entre os aspectos físico, mental, emocional e espiritual para ser feliz, tem levado as pessoas a superarem o medo do desconhecido e caminhar com detenninação em direção ao autodesenvolvimento. Este estudo analisou a utilização da gestão sob o enfoque holístico em duas diferentes empresas. Os resultados evidenciaram que a abordagem holística não está no âmbito da utopia, antes trata-se de um desafio para os gestores das organizações que, para um sucesso na adoção desta prática, precisam, mais do que implantá-la, adotá-la como filosofia de vida, incorporando-a a seus valores e visão de mundo. A prática cotidiana do modelo de gestão holística a partir do corpo diretivo é que vai possibilitar a verdadeira transformação da cultura organizacional tradicional para uma cultura organizacional holística, cuja conseqüência é o reflexo positivo nos resultados econômico-financeiros. C onstatamos, por outro lado, as limitações na utilização desse modelo de gestão tanto por parte dos funcionários quanto por parte dos altos executivos. Quanto aos funcionários, nem todos estão preparados para assumir novas responsabilidades ou preparados para o seu desenvolvimento pessoal, através do auto conhecimento. As crenças adquiridas no período educacional, tanto no lar quanto na escola, bem como suas recentes experiências profissionais podem inibir a descoberta de novas possibilidades, até que se sintam compelidos a lidar com os novos conhecimentos por necessidade de empregabilidade. Quanto aos executivos, por se tratar de um modelo de gestão relativamente novo, sem comprovação científica aliado à dificuldade de encontrar instrumentos de medição objetivos e ao elevado nível de exigência quanto a resultados crescentes no curto prazo, acabam priorizando a administração por objetivos, por se sentirem mais confortáveis quanto à certeza de obtenção de resultados econômico-financeiros no curto prazo. Esquecem-se, no entanto, dos efeitos desastrosos no clima organizacional, que vão comprometer os resultados de médio e longo prazos, seja pela possibilidade de elevado turnover como pela desmotivação generalizada, onde os funcionários só trabalham sob pressão. Por sua vez, cientes da importância do ser humano no novo cenário de elevada competitividade, não são poucos os empresários que já estão começando a trabalhar seus valores intrinsecos com a ajuda de terapeutas, filósofos, psicólogos, estimulando primeiro o auto conhecimento pessoal, para que possam futuramente empreender essa nova maneira de ver o mundo em suas respectivas empresas.