R E V I S T A D A E S P M –
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2006
Abs
tracts
ENGLISH
A FRIENDLYADVICETO
BUSINESS: LOOKATTHE
MIRROR!
FRANCISCOGRACIOSO
pAgE22
We all know of the yearly struggle
between large corporations and tens
of thousands of applicants for what
seems like just a few openings for
trainees. The lucky ones are put to
follow first-class courses in
executive excellence, whichwill
eventually lead to successful
careers with the company. The
author contends that not even the
best courses have the same value of
good examples within the
corporation, and advises
management to test the standards of
their initiation programs against the
company’s everyday practices. Does
it seek unity through diversity? Is the
company’s mission
compatible with a young person’s
lifetime ideals? Is participation
stimulated by open debate and free
expression of opinions? Ralph
Waldo Emerson said, a long time
ago:What you do speaks so loud
that I cannot hear what you say.
LEADERSHIPASA
COMPETITIVE FACTOR
FÁTIMAMOTTA
pAgE28
Nowadays, leadership is one of the
major competitive edges for any
company. The article proposes a
reflection on four items which are
indispensable for global leaders,
who are capable of understand the
importance of people and recognize
their own roles as transformers and
influencers of behavioral change
and the pursue of human fulfillment.
The first one is focus definition, or
how tomake sense of a cause so
that people will choose to embrace
it. Second is the leader’s own
enthusiasm: to be able to vibrate
with the importance of the process
and the sight of success. The third
factor is the certainty that the
development of people is what
impels and sustains all of the
business. And good communication
is the fourth one, as it pervades all
the others andwill assure under-
standing and commitment from
all concerned.
EDUCATION FOR LIFE
OR FORA JOB?
CÉLIAMARCONDES FERRAZ
pAgE38
To prepare individuals to live in
society, with the consciousness of
the importance of their roles, high
moral standards, plus the abilities
to perform their professional tasks
– these are, perhaps, themajor
objectives of all educational
institutions.With this inmind, the
author analyses the contribution that
companies have given to the
betterment of people, since the
incept of capitalism – from
traditional training programs to
today’s corporate universities. It also
draws a parallel between the efforts
of businesses and the professional
education provided by public and
private schools, during the same
span of time, to reach the
conclusion that a professional
education geared exclusively to
the fulfillment of jobs is no longer
an appropriate answer to society’s
major demands.
THEMANAGEMENTOF PEOPLE
ASACOMPETITIVE FACTOR
EDUARDONAJJAR
pAgE50
Discourse improves with
practice. During the last few
decades, everywhere, it has
become evident that people
are themajor asset of all
businesses. The author
purports to show this
organizational reality, starting
with a historical view of
human relations. And poses
the questions:What is each
manager’s share in the
responsibility of attributing
value to the human factor?
Andwhat is this strategy
producing in actual corporate
results?
To better illustrate his points,
the author quotes a study
conducted by professor
Alexandre Gracioso, which
brilliantly proves that human
motivation is a factor both in
increased net margins and in total
profits for the enterprises surveyed.
110
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