Dinâmicas empresariais: um olhar antropológico sobre o processo seletivo para trainee Jovens Talentos Natura 2014

The hypothesis that guides this work is: in the scenario posed by the first decade of the XXI century, the private companies act to conciliate their organizational principles, mission (how they want to arrive), vision (where they want to arrive) and values to the principles of its individual members, setting a certain style of corporate culture. That culture would pass by all hierarchical levels of enterprises, promoting the creation of subjective bonds between themselves and their employees in order to create or maintain, through shared values, social conventions that would ensure the certain style of symbolic domination inside and outside the physical and relational enterprises' spaces. I have as general objective, analyze, through a socio-anthropological approach, the dimension of the culture of private companies, how this guides the market practice and, in this sense, I seek to problematize the relationship between the actions of the analyzed companies (Nestle and, more specifically, Natura) and the representations and motivations of their employees. Furthermore, this study aims, specifically, to understand how the vision, the raison of being and the beliefs of Natura configure themselves as important strategic directives for the consolidation of an emotional bond between employees and those who aspire to be part of this organization. For this, I analyzed the Report Natura 2012, the conversations with some company employees and my participation in the selection process for trainee Young Talents Natura 2014

Dinâmicas empresariais: um olhar antropológico sobre o processo seletivo para trainee Jovens Talentos Natura 2014

The hypothesis that guides this work is: in the scenario posed by the first decade of the XXI century, the private companies act to conciliate their organizational principles, mission (how they want to arrive), vision (where they want to arrive) and values to the principles of its individual members, setting a certain style of corporate culture. That culture would pass by all hierarchical levels of enterprises, promoting the creation of subjective bonds between themselves and their employees in order to create or maintain, through shared values, social conventions that would ensure the certain style of symbolic domination inside and outside the physical and relational enterprises' spaces. I have as general objective, analyze, through a socio-anthropological approach, the dimension of the culture of private companies, how this guides the market practice and, in this sense, I seek to problematize the relationship between the actions of the analyzed companies (Nestle and, more specifically, Natura) and the representations and motivations of their employees. Furthermore, this study aims, specifically, to understand how the vision, the raison of being and the beliefs of Natura configure themselves as important strategic directives for the consolidation of an emotional bond between employees and those who aspire to be part of this organization. For this, I analyzed the Report Natura 2012, the conversations with some company employees and my participation in the selection process for trainee Young Talents Natura 2014

Is carotid endarterectomy a trainee operation?

BACKGROUND: Recent dramatic changes in surgical training resulting from working-hour regulations may lead to lack of competence. Traditionally, carotid surgery has been the domain of specialists. This study was designed to compare the outcome of carotid endarterectomy performed by vascular surgical trainees versus vascular surgeon (VS). METHODS: A retrospective study of 1,379 consecutive patients who underwent carotid endarterectomy as the sole procedure under local or general anesthesia (from 1995-2004) was performed. All patients were admitted to the intensive care unit for 24 hours. Trainees performed 475 (34.5%) and vascular specialists performed 904 (65.5%) operations. RESULTS: Patient characteristics with regard to preoperative neurological status were similar. Trainees operated on 61.4% symptomatic patients and VS on 56.8% (P = 0.09). Shunt use did not differ (16% trainee vs. 17.8% VS). Clamping time and total operating time were longer among trainees (41.9 vs. 33.5 min, P < 0.001; and 121.2 vs. 101.8 min, P < 0.001, respectively). Postoperative stroke and death rates (3.2% vs. 3.1% and 0.4% vs. 0.9%, respectively) did not differ. Peripheral nerve complications were more common among trainees (12.2% vs. 6.5%; P < 0.0001); 99.6% of these nerve injuries had resolved at 3 months' follow-up. CONCLUSIONS: Carotid endarterectomy can be performed safely by a trainee vascular surgeon when assisted and supervised by a specialist vascular surgeon.