A atuação do profissional de secretariado executivo na gestão de processos.

RESUMO: O profissional de Secretariado Executivo desenvolveu nos últimos anos uma série de novas competências, que lhe tem permitido contribuir para o aperfeiçoamento da qualidade e para a produtividade das organizações em uma conjuntura permeada pela complexidade. A Gestão de Processos se refere a um relevante modelo de gestão, que emergiu em resposta a essa complexidade organizacional. Diante desse contexto, a presente pesquisa tem como objetivo analisar a atuação do profissional de Secretariado Executivo na Gestão de Processos e, como objetivos específicos, caracterizar a Gestão de Processos, investigar as atribuições e as competências do profissional de Secretariado Executivo, e verificar se há alinhamento entre as atribuições e competências previstas para o profissional de Secretariado Executivo e a Gestão de Processos. Realizou-se um estudo de caso de natureza qualitativa e descritiva na Embrapa Soja, cujos dados foram coletados em entrevistas semiestruturadas e em documentos. Os resultados permitiram identificar a existência de alinhamento entre as atribuições e competências previstas para esse profissional e referido modelo de gestão. Nesse sentido, o estudo constatou a capacidade do profissional de Secretariado Executivo para atuar na Gestão de Processos, com postura crítica e analítica em relação ao ambiente em que está inserido e às atividades que lhe competem. ABSTRACT: Executive assistants have developed, over the past few years, a series of new competencies, which have enabled them to contribute to the organizational quality and productivity improvement in a context permeated by complexity. Process Management refers to a relevant business model, which has emerged in response to this organizational complexity. In this context, the present study has the main purpose of analyzing the performance of executive assistants in Process Management. As specific objectives, it aims to characterize Process Management, to investigate the responsibilities and competencies of executive assistants, as well as to verify the relationship between the responsibilities and competencies of executive assistants with Process Management. We conducted a qualitative and descriptive case study at Embrapa Soybean, whose data were collected through semi-structured interviews and documents. The results allowed us to identify the existence of relationship between the responsibilities and competencies of this professional with this management model. Thus, the study verified the ability of executive assistants to work in Process Management, with a critical and analytical position towards the environment in which they are engaged and the activities which they are responsible for.

E-contracting with price configuration for Web services and QoS

The large amount of information in electronic contracts hampers their establishment due to high complexity. An approach inspired in Software Product Line (PL) and based on feature modelling was proposed to make this process more systematic through information reuse and structuring. By assessing the feature-based approach in relation to a proposed set of requirements, it was showed that the approach does not allow the price of services and of Quality of Services (QoS) attributes to be considered in the negotiation and included in the electronic contract. Thus, this paper also presents an extension of such approach in which prices and price types associated to Web services and QoS levels are applied. An extended toolkit prototype is also presented as well as an experiment example of the proposed approach.

Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated

In the first of two articles presenting the case for emotional intelligence in a point/counterpoint exchange, we present a brief summary of research in the field, and rebut arguments against the construct presented in this issue.We identify three streams of research: (1) a four-branch abilities test based on the model of emotional intelligence defined in Mayer and Salovey (1997); (2) self-report instruments based on the Mayer–Salovey model; and (3) commercially available tests that go beyond the Mayer–Salovey definition. In response to the criticisms of the construct, we argue that the protagonists have not distinguished adequately between the streams, and have inappropriately characterized emotional intelligence as a variant of social intelligence. More significantly, two of the critical authors assert incorrectly that emotional intelligence research is driven by a utopian political agenda, rather than scientific interest. We argue, on the contrary, that emotional intelligence research is grounded in recent scientific advances in the study of emotion; specifically regarding the role emotion plays in organizational behavior. We conclude that emotional intelligence is attracting deserved continuing research interest as an individual difference variable in organizational behavior related to the way members perceive, understand, and manage their emotions.

The case for the ability-based model of emotional intelligence in organizational behavior

In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability-based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability-based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic academics-turned-consultants who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior.

The effects of Australian tall poppy attitudes on American value based leadership theory

A survey study of twenty-two Australian CEOs and their subordinates assessed relationships between Australian leader motives, Australian value based leader behaviour, subordinate tall poppy attitudes and subordinate commitment, effectiveness, motivation and satisfaction (CEMS). On the whole, the results showed general support for value based leadership processes. Subsequent regression analyses of the second main component of Value Based Leadership Theory, value based leader behaviour, revealed that the collectivistic, inspirational, integrity and visionary behaviour sub-scales of the construct were positively related with subordinate CEMS. Although the hypothesis that subordinate tall poppy attitudes would moderate value based leadership processes was not clearly supported, subsequent regression analyses found that subordinate tall poppy attitudes were negatively related with perceptions of value based leader behaviour and CEMS. These findings suggest complex relationships between the three constructs, and the proposed model for the Australian context is accordingly amended. Overall, the research supports the need to consider cultural-specific attitudes in management development.

Introduction

Why do we analyze organizational culture and climate? How do our analyses help us make organizations better? Where do these topics fit among the major issues facing not only organizational studies but social science as a whole as well as contemporary society? The contributors of this volume answer different parts of these basic questions and answer them in different ways. In the introduction, we offer a guide to how the different parts of these questions fit together and where the different ways of answering them fit within organizational science and social science.

Emotion in organizations: A neglected topic in I/O psychology, But with a bright future

In this chapter we present a review of some of the main threads of research on the role played by emotion and affect in organizations. In this respect, we refute the notion that organizations are totally rational., where the role of emotion is something that can be discounted or 'managed' out of existence.

Emotional Intelligence, emotional Self-Awareness, and Team Effectiveness

An issue at the forefront of recent emotional intelligence debates revolves around whether emotional intelligence can be linked to work performance. Although many authors continue to develop new and improved measures of emotional intelligence (e.g. Mayer, Caruso, & Salovey, 2001) to give us a better understanding of emotional intelligence, the links to performance in work settings, especially in the context of group effectiveness, have received much less attention. In this chapter, we present the results of a study in which we examined the role of emotional self-awareness and emotional intelligence as a predictor of group effectiveness. The study also addresses the utility of self- and peer assessment in measureing emotional self-awareness and emotional intelligence.

Information internalization and hurdle rates in small and medium enterprise internationalization

We investigate the role of information in the internationalization of small and medium enterprises (SMEs). Information internalization is fundamentally antecedent to SME internationalization and is being facilitated increasingly by recent important trends. We offer a conceptual explanation and related propositions on information internalization, emphasizing hurdle rate theory for ascertaining the acceptability of firms' internationalization projects.

Australian import managers' purchasing decision behaviour: An empirical study

Reports a pilot study of the relative importance of import decision variables as rated by Australian managers. A systematic sample qi 104 Australian managers representing different companies participated in the study. Australian importers rated product quality as the most important variable when importing products from overseas followed by long-term suppliers' dependability, product style/feature, price, and timely delivery. Australian managers who import consumer products find the domestic import duties and tariffs to be more important than did those who import industrial products. Larger volume importers regard the product brand name reputation to be more important than did those who import smaller volumes.