O PAPEL DA COMUNICAÇÃO FACE A FACE NAS ORGANIZAÇÕES NO CONTEXTO DA SOCIEDADE MIDIATIZADA

Este estudo trata da comunicação face a face nas organizações sob diferentes abordagens teóricas. Considera a perspectiva da simultaneidade dos meios, já que as empresas utilizam diversos canais para dialogar com seus públicos de interesse. Leva em conta o fenômeno da midiatização, que reestrutura o modo como as pessoas se relacionam na sociedade contemporânea. O objetivo geral da pesquisa é sistematizar papeis potencialmente exercidos pela interação face a face e conhecer algumas circunstâncias que envolvem sua prática nas organizações. Por se tratar de uma tese teórica, a pesquisa bibliográfica se apresenta como um dos principais procedimentos metodológicos; análises de casos empíricos e um estudo de caso desenvolvido na Embrapa Pantanal constituem situações ilustrativas. Conclui-se que a comunicação face a face nas empresas ocorre de forma simultânea e combinada a outros canais de comunicação, porém, ela proporciona resultados práticos e filosóficos ainda pouco explorados. É rara a utilização estratégica de contatos presenciais como mecanismo para estabelecer relacionamentos, conhecer as reações alheias e ajustar a comunicação, aliar o discurso corporativo às práticas empresariais e avaliar o contexto onde se desenvolvem as interações, o que pode ser decisivo para a comunicação organizacional.

O BOCA A BOCA ON-LINE: AS IMPLICAÇÕES DA VOZ DO CONSUMIDOR NA COMUNICAÇÃO DE MERCADO

O consumidor contemporâneo, inserido em um novo ambiente de comunicação, potencializa suas expressões, capaz de avaliar uma marca ou produto e transmitir sua opinião pelas redes sociais, ou seja, o consumidor expressa suas opiniões e desejos dialogando com seus pares de forma espontânea nas redes sociais on-line. É neste ambiente de participação e interação (ciberespaço) que está nosso objeto de estudo, o boca a boca on-line – a voz do consumidor contemporâneo, também conhecido como uma manifestação informativa pessoal ou uma conversa, a opinion sharing. Proporcionado pelos consumidores nas redes sociais on-line, o boca a boca se fortalece em função das possibilidades de interação, característica da sociedade em rede. Nesse cenário, oobjetivo desta pesquisa é caracterizar o boca a boca on-line como um novo fluxo comunicacional entre consumidores, hoje potencializado pelas novas tecnologias da comunicação, capazes de alterar a percepção da marca e demonstrar o uso, pelas marcas, das redes sociais on-line ainda como um ambiente de comunicação unidirecional. Mediante três casos selecionados por conveniência (dois casos nacionais e um internacional), o corpus de análise de nossa pesquisa se limitou aos 5.084 comentários disponibilizados após publicação de matérias jornalísticas no Portal G1 e nas fanpages (Facebook), ambos relativos aos casos selecionados. Com a Análise de Conteúdo dos posts, identificamos e categorizamos a fala do consumidor contemporâneo, sendo assim possível comprovar que as organizações/marcas se valem da cultura do massivo, não dialogando com seus consumidores, pois utilizam as redes sociais on-line ainda de forma unidirecional, além de não darem a devida atenção ao atual fluxo onde se evidencia a opinião compartilhada dos consumidores da sociedade em rede.

MÍDIAS SOCIAIS DIGITAIS: ESPAÇO DE RELACIONAMENTO E COMUNICAÇÃO ESTRATÉGICA

O trabalho tem como proposta avaliar a postura das organizações nas mídias sociais digitais, considerando o fato de que esses novos ambientes virtuais têm modificado drasticamente a maneira pela qual elas promovem o relacionamento com seus públicos estratégicos. O objetivo principal da pesquisa é identificar e compreender como as organizações se posicionam diante de comentários desfavoráveis nas mídias sociais digitais que possam impactar sua imagem e reputação, bem como mostrar a importância de monitorar constantemente o consumidor e dialogar com ele nos canais digitais para evitar riscos à marca. A metodologia aplicada denomina-se Estudo de Casos Múltiplos, por meio da qual analisaram-se os comentários desfavoráveis às marcas: Vivo, Tim e Oi, na página do Facebook, durante o mês de setembro de 2015. Construiu-se um protocolo de pesquisa, e realizou-se o acompanhamento dessas marcas analisando-lhes os posts e os comentários desfavoráveis coletados no período. Constatou-se, após tais procedimentos que as operadoras apresentam frequentemente dificuldades para se relacionar com os públicos nas mídias sociais digitais, o que as coloca em risco quanto à sua imagem e reputação.

Avaliação citotóxica de Amoxilina e Clavulanato de Potássio em mexilhões Perna perna

Compostos farmacêuticos são identificados em matrizes ambientais em ordens de grandeza de ng.L-1 a μg.L-1. Dentre os fármacos, os antibióticos têm recebido atenção especial devido aos problemas que podem causar à biota aquática. O objetivo do presente estudo foi avaliar a citotoxicidade de Amoxicilina e Clavulanato de Potássio isolados e em associação para mexilhões Perna perna utilizando o ensaio do tempo de retenção do corante vermelho neutro, que avalia a estabilidade da membrana lisossômica de hemócitos dos organismos teste. A Amoxicilina causou citotoxicidade aos mexilhões nas concentrações de: CEO: 1 ng.L-1, CI25-24h: 0,44 ng.L-1, CI25-48h: 1,19 ng.L-1 e CI25-72h: 0,85 ng.L-1, o Clavulanato de Potássio foi citotóxico nas concentrações de: 10 ng.L-1 em 24h e 50 ng.L-1 e 100 ng.L-1 em 48h e 72h. Os valores de concentração inibitória foram de CI25-24h: 3,11 ng.L-1, CI25-48h: 3,45 ng.L-1 e CI25-72h: 3,43 ng.L-1. No ensaio realizado com a associação dos fármacos todas as concentrações foram citotóxicas aos mexilhões em 48h e em 72h apenas 40 ng.L-1 de Amoxicilina + 10 ng.L-1 de Clavulanato de Potássio e 200 ng.L-1 de Amoxicilina + 50 ng.L-1 de Clavulanato de Potássio. As concentrações inibitórias foram: CI25-48h: 1,67 ng.L-1 e CI25-72h: 1,36 ng.L-1 a partir dos dados de Amoxicilina e CI25-48h: 0,42 ng.L-1 e CI25-72h: 0,34 ng.L-1 a partir dos dados de Clavulanato de Potássio.

Women and Performance in Corporate America

Women and Performance in Corporate America The glass ceiling has been shattered. Women like Indra Nooyi, the CEO of PepsiCo.; Angela Braly, the CEO of Wellpoint; and Patricia Woertz, the CEO of Archer Daniels Midland, are proof that women can achieve top leadership positions in corporate America. However, the scarcity of female leaders occupying the top ranks of corporate America, and the significant wage gap between men and women, suggest that there are significant complications along the path toward success for women in the corporate world.The data show that a disproportionately small number of women are making it to top leadership positions in corporate America. According to the US Department of Labor, in 2007 women accounted for 46% of the total work force, and 51 % of all workers in management, professional, and related occupations. Women outnumbered men in occupations including financial managers, human resource managers, education administrators, medical and health service managers, accountants and auditors, budget analysts, and property, real estate, and social and community association managers (US Department of Labor, 2007). However, women hold only 15.2% of board director positions, 15.7% of corporate officer positions, and 6.2% of top earner positions (Catalyst, 2009b). Additionally, according to a 2008 Corporate Library survey, only 2.6% of Fortune 500 companies currently have female CEOs (as cited in Jones, 2009).The data also show that women earn less than men in the work force. The US Department of Labor found that women working full time in 2007 made only 80% of the salaries of men (US Department of Labor, 2008). Studies designed to control for factors other than gender have not been able to account for the wage gap between men and women (Eagly & Carli, 2007, US Government Accountability Office, 2003). Even among CEO's of fortune 500 companies, female CEO's make only 85% of the salaries of male CEO's (Jones, 2009).

Comment Letter: The NYSE and the End of the Structural Separation between Regulatory and Commercial Interests of the Exchange

The NYSE transformed into a for profit entity in 2006. As part of the approval process, the NYSE agreed to structurally separate the regulatory function from the business function. In doing so, the NYSE created NYSE Regulation, a non-profit with an independent board, to handle most regulatory matters. During the comment period, a spirited debate arose over the ability of a for profit company to carry out a regulatory mission. Some suggested that the regulatory function was incompatible with a "for profit" motive and that NYSE Regulation should be spun off. Others accepted the proposed structure but called for additional changes designed to reduce the possible influence of the public holding company over the regulatory function. In the end, the SEC approved the structure but with a number of prophylactic safeguards including the requirement that NYSE Regulation have a board consisting of all independent directors (save the CEO) and that directors from the for profit holding company could not make up a majority of the board. More recently, however, the NYSE has proposed to end the structural separation of the two functions and instead put in place a functional separation. The proposal would result in the termination of the delegation agreement between the Exchange and NYSE Regulation and the creation of both a Regulatory Oversight Committee of the Board of Directors of the Exchange and the creation of a Chief Regulatory Officer. This letter examines the history of the separation of the two functions and critiques the NYSE's proposal.

Electroretinographical and histological study of mouse retina after optic nerve section: a comparison between wild-type and retinal degeneration 1 mice

Background: Retinal ganglion cell death underlies the pathophysiology of neurodegenerative disorders such as glaucoma or optic nerve trauma. To assess the potential influence of photoreceptor degeneration on retinal ganglion cell survival, and to evaluate functionality, we took advantage of the optic nerve section mouse model. Methods: Surviving retinal ganglion cells were double-stained by exposing both superior colliculi to fluorogold, and by applying dextran-tetramethylrhodamine to the injured optic nerve stump. To assess retinal function in wild-type animals, electroretinograms were recorded on the injured eyes and compared with the contralateral. Similar labelling experiments were carried out on retinal degeneration 1 mice. Surviving retinal ganglion cells were counted 21 days after axotomy and compared with wild-type mice. No functional experiments were performed on retinal degeneration 1 animals because they do not develop normal electroretinographical responses. Results: A significant decrease in retinal ganglion cell density was observed 6 days after axotomy in the wild type. Functional studies revealed that, in scotopic conditions, axotomy induced a significant amplitude decrease in the positive scotopic threshold response component of the electroretinogram. Such decrease paralleled cell loss, suggesting it may be an appropriate technique to evaluate functionality. When comparing retinal ganglion cell densities in wild-type and retinal degeneration 1 mice, a significant greater survival was observed on the latter. Conclusions: After optic nerve section, electroretinographical recordings exhibited a progressive decrease in the amplitude of the positive scotopic threshold response wave, reflecting ganglion cell loss. Interestingly, rod degeneration seemed, at least initially, to protect from axotomy-driven damage.

Bank bonus compromise bodes ill for the Single Supervisory Mechanism. CEPS Commentary, 8 March 2013

The European Parliament has probably won a Pyrrhic victory with its position on bank bonuses, argues CEPS CEO Karel Lannoo in this new Commentary. In return, EU member states got what they wanted with the new Capital Requirements Directive (CRD IV): no binding leverage ratio; mortgage risk weightings and capital add-ons to be determined by member states; and no obligatory consolidated capital position for bank-insurance companies. In other words, Banking Union will start out with capital rules that are more like Emmental cheese than a single rulebook. This is a huge encumbrance for a well-functioning Single Supervisory Mechanism (SSM), and makes a single resolution mechanism impossible.

How to keep a competitive edge in the talent game: Lessons for the EU from China and the US. CEPS Task Force Report, 13 June 2014

This report is based on discussions within the CEPS Task Force on “The Quantity and Quality of Human Capital in Higher Education: Comparing the EU, the US and China", chaired by Jan-Eric Sundgren, Senior Adviser to the CEO of Volvo, and former President of Chalmers University of Technology in Gothenburg. It aims to draw salient lessons from the successes and failures in higher education practices in the EU, the US and China by comparing key education indicators and policy trends. Against the background of the profound tectonic shifts affecting the talent distribution around the world, which is fundamentally changing the global ‘brain game’, the authors argue that it is important that the EU as a whole creates ‘virtuous circles’ of talent and innovation to sustain prosperity and growth, as well as to secure the long-term well-being and quality of life in Europe.

Turkish Stream and its implications for the EU. European Policy Brief No. 34, March 2015

“A first assessment is that this would not work”, EC Vice-President in charge of Energy Union Mr. Maros Sefcovic said in an interview with The Wall Street Journal at the World Economic Forum in Davos on the 22nd of January. He was commenting on the recent announcement by President Vladimir Putin and Gazprom’s Alexei Miller. Indeed, the Russian gas giant’s CEO announced that South Stream would be replaced by a new project, Turkish Stream, linking Russia to the European part of Turkey and this in addition to the existing 16 billion cubic meters (bcm) Blue stream. This policy brief looks at the various implications this new reality could have for Europe’s energy security.

Low-cost batteries will not disrupt (all) energy utilities. CEPS Commentary, 5 October 2015

With the launch last April of an affordable lithium-ion home battery – the Powerwall – Tesla’s CEO Elon Musk is betting that batteries are going to become a mass market. This may very well become reality, but this commentary argues that one should not jump to the conclusion that this is the end of energy utilities. Similar to solar panels, batteries have high upfront costs. The massive deployment of solar was driven by dedicated policy support, in many cases without any kind of cost or volume control. There is no such thing for batteries. In the absence of financing programmes, the author finds that high upfront costs provide an unfavourable starting point for a disruptive development. But he notes that the fact that self-consumption of stored solar energy will soon pay for consumers represents a paradigm shift in the power industry, which should be seen as an opportunity, at least for first-movers.

Experience for hire : closing the skills gap with Army alumni.

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2000 Women's Rowing Team, U-M Rowing

Front Row: Jeanine Seeger, Rachel Brunelle, Belinda Koo, Fazeela Siddiqui, Helen Dalis, Samantha Chao, Haley Choi, Carissa Bragg, Kim Roseland, Erin Brosko, Leslie Field, Danielle Scaglione, Sam Ehrlich

Second Row: Angela Bierhuizen, Petra Juzwishin, Melinda Ball, Hanna Fenster, Catherine Aiken, Christine Milkovich, Megan Harrison, Margaret Conway, Abby Hill, Alyssa Wood, Emoke Bury, Stormy McGee

Third Row: Brooke Goodwin, Nora Obringer, Liz Glenn, Brooke Schultz, Can Aretakis, Kelly Wilson, Pam Reid, Kelly Godchaux, Sarah Melton, Amy Anstandig, Erin Kopicki, Christina Ceo

Fourth Row: Student Athletic Trainer Shayla Sellers, Melanie Duncan, Kristine Johns, Tamara McBratney, Sophie Roberge, Caroline Gregory, Alexandria Ponikvar, Julie Brescoll, Liz Nelson, Christina Meyer, Sera Coppolino, Jen Kinon

Fifth Row: Student Volunteer Sara Price, Student Volunteer Sara Domnitz, Kate Johnson, Justin Goble, Jenny Bryant, Laurel Donnell-Fink, Jaime Stilson, Alison Hickey, Student Athletic Trainer Kiara King

Top Row: Boatman Matt LeBlanc, Assistant Coach Emily Ford, Head Coach Mark Rothstein, Assistant Coach Karen Smyte, Coaching Intern Vita Scaglione

2001 Women's Rowing Team, U-M Rowing

Front Row: Tamara McBratney, Danielle Scaglione, Helen Dalis, Fazeela Siddiqui, Cori Cunningham, Carissa Bragg, Student Manager Lisa Durham

Second Row: Petra Juzwishin, Brooke Goodwin, Kate Maxim, Justin Goble, Alison Hickey, Rachel Brunelle, Julie Brescoll, Caroline Gregory

Third Row: Hannah Fenster, Heather Mandoli, Katie Reynolds, Liz Glenn, Sophie Roberge, Erin Kopicki, Emy Bury, Liz Nelson

Fourth Row: Pam Reid, Kristin Rosella, Kristine Johns, Elizabeth Kreger, Laurel Donnell-Fink, Angela Bierhuizen, Bernadette Marten, Sera Coppolino

Top Row (L-R): Jenny Bryant, Christina Ceo, Amy Anstandig, Christina Meyer, Kate Johnson, Emily Goodwin, Melanie Duncan

Entrepreneurship and resource based view: a teaching case study at Mundo Verde

This case study is based in Mundo Verde, a Brazilian natural products company, and its focused on the strategic decisions the company has to make to overcome the current problems. The case is built around three major theoretical perspectives: Competitive advantages from a Resource Based View, Brand Identity and Entrepreneurship. In the case is presented first the company, disclosing the necessary information to analyze and comprehend Mundo Verde, by accurately identifying the company´s competitive advantages. Next the student is presented to a narrative where the CEO of the company meets one of the franchisees in an attempt to find out more about the company´s issues and to see how the stores are working. Several scenarios are presented to the students which represent several possibilities of action, considering the company, the problems to be addressed and the objectives of the company.