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Advisor(s)
Abstract(s)
Gestão é, segundo Druker (1986), independente de poder, propriedade e posição social, sendo esta objetiva e tendo como responsabilidade principal o bom desempenho da organização. Nesta perspetiva, os gestores são aqueles que levam a cabo a prática desta disciplina, conduzindo todas as ações necessárias para o bom funcionamento da empresa, delegando tarefas, controlando orçamentos, alocando recursos, etc.
Desta forma, cabe aos gestores dominar as técnicas de planear, organizar, liderar e controlar, bem como percecionar o papel do ser humano numa organização, por forma a interligar estes conceitos, uma vez que as pessoas são ativos fulcrais desta.
Num mundo cada vez mais global torna-se, assim, necessário que as organizações estejam mais preparadas para lidar com as constantes mudanças dos mercados, bem como à entrada de novas empresas.
Neste sentido os gestores e as organizações têm condicionantes do meio que os envolve, tanto internamente como exteriormente. Externamente estão incluídos tudo o que é alheio à organização, ou seja, os clientes, os fornecedores, fatores económicos, políticos, legais, tecnológicos, etc. Por sua vez, o ambiente interno embarca a hierarquização de tarefas e pessoas, lidar com as decisões tomadas todos os dias, bem como as aptidões dos gestores.
Deste modo, optou-se por realizar um estudo de caso, onde se ligassem as funções da gestão com a realidade da organização, a fim de ter um melhor conhecimento da aplicabilidade destas, apresentadas pelo seu fundador: Henri Fayol, numa instituição.
Assim sendo, ao longo deste trabalho irá ser abordado o enquadramento teórico relacionada com a Gestão, e de como esta surgiu e, por conseguinte, irão ser definidas e caracterizadas as funções, segundo alguns autores.
Consequentemente irá ser apresenta a metodologia utilizada, bem como a análise das funções supra na Fundação Champalimaud.
Management is, according to Druker (1986), independent of power, rack and ownership, being instead a clear and objective discipline, having as principal responsibility the good performance of the organization. In this perspective, the managers are those who carry on the practice of this discipline, leading all the necessary actions to the wellbeing of the institution, delegating tasks, controlling budgets, allocating resources, etc. Therefore, the managers have to dominate the techniques of planning, organizing, leading and controlling, as well as the perception of the role of a person in an organization. Because they are the principal assets of an organization. In a global world, it becomes necessary for the enterprises to be more prepared to deal with the constantly market change, as well as the entrance of new organizations. Consequently, the managers and the organizations have some forces that influence the manager’s performance. These environments can be internal and external. One the first one is included everything that is foreign to the organization, like the clients, the suppliers, economic, political, legal, technological, etc, factors. The latter concerns about the hierarchization of tasks and people, coping with the decisions making made every day, as well as the skills of the managers. Thus, it was decided to realize a case study, where the management principles were connected with the reality of the organization, in order to have a better knowledge of the applicability of these function, introduced by Henri Fayol. Accordingly to the previous information, throughout this work it will be broached the theoretical framework, linked with Management, and how this begun. As a result of this it will be defined the characteristics of the management principles, according some authors. Therefore it will be presented the methodology used, as well as the functions previously mentioned on the Champalimaud Foundation.
Management is, according to Druker (1986), independent of power, rack and ownership, being instead a clear and objective discipline, having as principal responsibility the good performance of the organization. In this perspective, the managers are those who carry on the practice of this discipline, leading all the necessary actions to the wellbeing of the institution, delegating tasks, controlling budgets, allocating resources, etc. Therefore, the managers have to dominate the techniques of planning, organizing, leading and controlling, as well as the perception of the role of a person in an organization. Because they are the principal assets of an organization. In a global world, it becomes necessary for the enterprises to be more prepared to deal with the constantly market change, as well as the entrance of new organizations. Consequently, the managers and the organizations have some forces that influence the manager’s performance. These environments can be internal and external. One the first one is included everything that is foreign to the organization, like the clients, the suppliers, economic, political, legal, technological, etc, factors. The latter concerns about the hierarchization of tasks and people, coping with the decisions making made every day, as well as the skills of the managers. Thus, it was decided to realize a case study, where the management principles were connected with the reality of the organization, in order to have a better knowledge of the applicability of these function, introduced by Henri Fayol. Accordingly to the previous information, throughout this work it will be broached the theoretical framework, linked with Management, and how this begun. As a result of this it will be defined the characteristics of the management principles, according some authors. Therefore it will be presented the methodology used, as well as the functions previously mentioned on the Champalimaud Foundation.
Description
Mestrado em Controlo de Gestão e dos Negócios
Keywords
Planeamento Organização Direção Controlo Gestão Planning Organizing Leading Controlling Management