A impiedade dedutiva do
Sr. Thiry
R e v i s t a d a E S P M –
janeiro
/
fevereiro
de
2009
116
Abs
tracts
english
The case for
humanisticmanagement
F
rancisco
G
racioso
pág. 8
The author comments on thedifficulties
of taggingmanagement styles. Every
institutionhas amanagement stylewhich
stems from its organizational culture,which
themanager is supposed to implement
–with a fewpersonal touches.The result is
always unique, not unlike afingerprint.
It goes on todealwith the challenges
facedby themanager,mainly trying to
bring together the companies and
individual interests. It is the author’s
opinion that humanisticmanagement
is the answer, andheproposes a formula
for ahumanisticmanagement philosophy.
At the closingof the article, a safeguard:
there is nothing toprevent humanistic
management tobe just asmuch effective
and results-oriented as anyother style,
ormore so.
Threetransforming
forces intimesof crisis
L
uiz
E
dmundo
P
restes
R
osa
pág. 14
In times of crisis, changes have tobe
madewith responsible foresight.The
worsemayoccur, ifwe let ourselves be
influencedbypessimism,whenmaking
decisions thatwill affect the future.
In this context, the competent
management of peoplehas a relevant
role in the creationof opportunities for
improvement in theorganization. It is the
onlyway tobring together three important
forces: leadership, innovation and
teamwork.These are indispensable
ingredients for change, specially insofar
as they are geared toprepare the
organization to face the
challenges posedby thebusiness
environment, by taking into account the
new expectations of clients, investors,
employees andother strategicpublics.
Theantivirus leader
J
osé
L
uiz
T
ejon
pág. 28
What is the virus that attacks leaders and
destroys their careers?The antivirus leader
is theonewho succeeds innot being
dominatedby the illusionof omnipotence.
Thedanger ismorepronounced as the
career has hadmoreprevious successes.
The sensationof knowing-it-all is all but
paralysing. Looking inwards neutralizes
thenervous system,which is indispensable
when it is amatter of being connected to
reality.Only reality saves!Lafely, of Procter
&Gamble, showed the company’s nervous
exposure tooutsidepressures andput the
client at the center of things. Itwas amajor
move.And it puts intoperspectiveAllan
Greenspan’s utteranceof ahalf century
later, guiltily admitting: “I couldnever ima-
gine that banks andfinancial organizations
couldbe so senseless as not toprotect its
stockholders and its ownproperties!”
Tobea leader for 5yearsmaybeeasy; for
15years, it’sdifficult, and, for threedecades
almost impossible.Togobeyond time, by
establishingan invisible leadership, is a task
reserved for just a few: thosewhonever grow
old, because theymake reality their
mentors, and succeed.
Theantivirus isReality.
Corporatemarketing:
theforcewithinthe
organization
J
aime
T
roiano
pág. 32
Corporatemarketing isnot the responsibility
of one specificdepartment, but is the institu-
tional conscience that thecompany’sbrand
reinforces theperformanceof all product and
businessunits –andvice-versa.
This substantial changeof route is usually
result of 4main causes:
(1)
Thedispute
is not betweenprovinces but nations.
(2)
Stockholdersdonot thinkabout individual
brands, but about thecompany.
(3)
Business
will not expand in theabsenceof acorporate
consciousness, and
(4)
Corporatemarketing
thrivesonpride…andproductivity.
Thefirms surveyedby theauthorwhich tend
to standout as successcases incorporate
marketinghave shown tobe following three
basic rules:
(1)
Corporatecommunication is
not the same thingas institutional advertising,
(2)
Corporatecommunicationconsiders the
corporatebrandas the supreme toolof the
business, and
(3)
it isnot a job,but amentality.
Thearticlespresents tables andgraphs to
substantiate its linesof thought and
concludeswith the statement that the last
decadeshave shown inaveryclearway
that employees andco-workers are, above
all, themain support and stakeholders for
the survival of valuablebrands.
Conflict intheworkplace
–howcompaniesmayuse it
asanaidtogrowth
A
driana
F
ellipelli
pág. 38
