Hr Management Tips Essay

5449 words - 22 pages

Conceito de Organização:
As organizações resultam de agrupamentos humanos que coordenam racionalmente as respectivas actividades visando fins específicos comuns, caracterizando-se por:
• Divisão do trabalho, do poder e das responsabilidades
• Estrutura hierárquica de autoridade e responsabilidade
• Presença de um ou mais centros de poder que controlamos esforços da organização e os dirigem para os objectivos
• Pelo carácter substituível dos seus membros
• Relação contratual, ou de compromisso, livremente assumida e aceite.

Evolução da função de GRH
- Início do séc. XX /1ºGuerra Mundial - Administração de Pessoal
Serviços especializados no tratamento das questões essencialmente de ...view middle of the document...

O poder como atributo é localizável e mesmo mensurável em função da responsabilidade e posição na hierarquia, logo, é possível saber quem tem mais ou menos poder. Considerado o poder como recurso, tornar-se-á mais fluído, incerto e disseminado por toda a estrutura da organização. Aliás, o poder enquanto recurso será tanto maior, quanto maior for a capacidade de cada um em preservar uma zona que o outro, ou outros, não dominem, uma zona de incerteza que, em última análise, decorre da imprevisibilidade do comportamento dos indivíduos.
Tipos de Poder – coercivo, recompensa/retribuição, legítimo, especialista/perito, referência.

A autoridade deve ser considerada como resultante do processo de institucionalização dos órgãos individuais ou colectivos, em ordem a obter a conformidade dos actores individuais ou colectivos no sentido e nos termos que lhe são prescritos por uma instância legitimante, pelo que, a autoridade não é mais do que um recurso, importante sem dúvida, podendo o seu grau aumentar ou diminuir de acordo com as características das pessoas instituídas em figura de autoridade.

Estruturas Organizacionais

- Componentes da estrutura:
Vértice Estratégico (Conselho de Administração, Director Geral, Presidente):
Funções: Garantir a concretização da missão; Supervisão dos recursos; Gerir as relações com o exterior; Definir e desenvolver a estratégia.
Linha Hierárquica (Directores, Chefias intermédias, Encarregados):
Funções: Tentar ligar o V. Estratégico ao Núcleo Operativo pela cadeia de quadros de linha hierárquica formal.
Núcleo Operacional (Área de Compras, Vendas, Produção, Montagem):
Funções: Procurar o que é necessário para a produção; Transformar inputs em outputs; Distribuição desses outputs; Oferecer apoio a outras funções; A sua dimensão depende dos objectivos que a empresa pretende organizar e alcançar.
Tecnoestrutura (Contabilidade, Controlo de Gestão, Marketing, GRH …)
Funções: Conceber, planear e assegurar o trabalho operacional, ainda que afastados do fluxo de trabalho operacional (esta componente poderá ter uma tendência futura de decréscimo).
Apoio Logístico (Apoio Jurídico, Relações Públicas, I&D, Recepção, Restaurante)
Funções: Integra as unidades com funções de apoio à organização, fora do fluxo de trabalho operacional (não interferem directamente no trabalho operacional da empresa.

Estrutura Simples: Empresas do tipo familiar. Nesta estrutura a tecnoestrutura e o apoio logístico não são significativos, há um elevado nível de centralização e a autonomia não existe.
- Vértice estratégico (Todo o trabalho administrativo); Linha intermédia (Insignificante); Núcleo operacional (Informalidade e pouca margem de manobra); Tecnoestrutura (Inexistente); Apoio logístico (Pequeno); Especialização baixa; Formalização baixa; Centralização alta; Envolvente simples e dinâmica; Tipo: Orgânica
Burocracia Mecanicista: Grande diferença para com a estrutura simples, é o peso elevado da linha...

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