As linhas de Demarcação  x As Tomadas de Decisão
Autor: Valsilha Lima | Publicado: 2011-08-01T09:46:00-07:00



SROUR, Robert Henry. AS LINHAS DE DEMARCAÇÃO in Ética Empresarial: A Gestão da Reputação. Rio de Janeiro: Elsevier, 2003. – 2ª Edição.
“Nós somos aquilo que fazemos repetidamente. Excelência, &nbsp;então, não é um modo de agir, mas um hábito.”&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Aristóteles
As duas teorias éticas
Segundo Max Weber, há pelo menos duas teorias éticas:A Ética da Convicção, entendida como deontologia (tratado dos deveres);
A Ética da Responsabilidade, conhecida como teleologia (estudo dos fins humanos).
De forma simplificada, a máxima da ética da convicção é pautada por valores e normas previamente estabelecidos, cujo efeito primeiro consiste em moldar as ações que deverão ser praticadas. Essa matriz, todavia, desdobra-se em duas vertentes:a)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; De Princípio, que se atém rigorosamente às normas morais estabelecidas, em um deliberado desinteresse pelas circunstâncias, e cuja máxima sentencia: “respeite as regras, haja o que houver”;b)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; De Esperança, que ancora em ideais, moldada por uma fé capaz de mover montanhas, pois convicta de que todas as coisas podem melhorar, e cuja máxima preconiza: “o sonho antes de tudo”.A máxima da ética da responsabilidade, por sua vez, apregoa que somos responsáveis por aquilo que fazemos. Em vez de aplicar ordenamentos previamente estabelecidos, os agentes realizam uma análise situacional; avaliam os efeitos previsíveis que uma ação produz; planejam obter resultados positivos para a coletividade; e ampliam o leque das escolhas ao preconizar que “dos males o menor” ou avisar “fazer mais bem ao maior número possível de pessoas”.Máximas Éticas<shape id="Diagrama_x0020_3" o:gfxdata="UEsDBBQABgAIAAAAIQDq7GcDXgEAAHYEAAATAAAAW0NvbnRlbnRfVHlwZXNdLnhtbLRUXU/CMBR9
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" o:spid="_x0000_i1026" style="height: 189.75pt; visibility: visible; width: 440.25pt;" type="#_x0000_t75">De modo similar à ética da convicção, duas vertentes expressam a ética da responsabilidade:a)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; A Utilitarista exige que as ações produzam o máximo de bem para o maior número, isto é, que possam combinar a mais intensa felicidade possível (critério de qualidade ou da eficácia) com maior abrangência populacional (critério da quantidade ou da eqüidade); sua máxima recomenda: “faça o maior bem para mais gente”;b)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; A Finalidade determina que a bondade dos fins justifica as ações empreendidas, desde que coincida com o interesse coletivo, e supõe que todas as medidas necessárias sejam tomadas; sua máxima ordena: “alcance objetivos altruístas, custe o que custar”.As duas teorias éticas enfocam, assim, tipos diferentes de referências morais – prescrições versus propósitos – e configuram, de forma inconfundível, dois modos de decidir. Enquanto os agentes que obedecem à ética da convicção guiam-se por imperativos de consciência, os que se orientam pela ética da responsabilidade guiam-se por uma análise de riscos. Enquanto aqueles celebram o rito de suas injunções morais com minudente rigor, estes examinam os efeitos presumíveis que suas ações irão provocar e adotam o curso que lhes aponta os maiores benefícios coletivos possíveis em relação aos custos prováveis.


SROUR, Robert Henry. AS TOMADAS DE DECISÃO&nbsp; in Ética Empresarial: A Gestão da Reputação. Rio de Janeiro: Elsevier, 2003. – 2ª Edição.
“Decidir comprometer-se com resultados de longo prazo ao invés de reparos a curto prazo é tão importante quanto qualquer decisão que você fará em toda a sua vida.”&nbsp;Anthony Robbins
A DECISÃO&nbsp;&nbsp;&nbsp;&nbsp; ...Deriva de uma reflexão sobre as implicações que cada possível curso de ação apresenta;
Obriga-se ao conhecimento das circunstâncias vigentes;
Configura uma análise de riscos;
Supõe uma análise de custos e benefícios;
Funda-se sempre na presunção de que serão alcançados conseqüências ou fins valiosos, porque são altruístas imparciais. 
Duas Abordagens:&nbsp; Racional/Cartesiana: considera o processo de tomada de decisão modelável através de critérios estabelecidos de forma racional.&nbsp; Psicológica/Sistêmica: considera o processo de tomada de decisão do ponto de vista comportamental. Tenta compreender o processo e não modelá-lo. 
IMPLEMENTAR E MONITORAR A DECISÃO:v&nbsp; Implementar uma decisão envolve mais do que dar&nbsp; ordens. v&nbsp; &nbsp;Os recursos devem ser alocados corretamente. v&nbsp; &nbsp;Estabelecer orçamentos e cronogramas para o cumprimento de ações. v&nbsp; &nbsp;Atribuir responsabilidades. v&nbsp; &nbsp;Não esquecer dos riscos e incertezas possíveis. v&nbsp; &nbsp;Monitorar as ações. v&nbsp; &nbsp;Estar atento ao ambiente externo e interno. v&nbsp; &nbsp;É um processo contínuo. v&nbsp; &nbsp;É um desafio contínuo. 
CONCLUSÃOAs linhas de demarcação na Administração dão-se nas esferas:-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Interna: colaboradores, gestores e proprietários (acionistas ou quotistas);-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Externa: clientes e fornecedores;-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Governamental: onde não se tem como interferir.&nbsp; As tomadas de decisão são de competência da demarcação interna, isto é, refere-se aos colaboradores, gestores e proprietários.