CARACTERIZAÇÃO DA EMPRESA RURAL PRODUTORA DE COMMODITIES AGRÍCOLA: Visão pela fundamentação administrativa, comunicação empresarial e das técnicas de informática.
Autor: Professor Jesus | Publicado: 2014-05-11T08:02:00-07:00




UNIVERSIDADE PAULISTA



JESUS LOPES DA SILVA

















CARACTERIZAÇÃO DA
EMPRESA RURAL PRODUTORA DE COMMODITIES AGRÍCOLA:

Visão pela fundamentação
administrativa, comunicação empresarial e das técnicas de informática.

















UNAÍ – MG

2014










JESUS
LOPES DA SILVA

















CARACTERIZAÇÃO DA
EMPRESA RURAL PRODUTORA DE COMMODITIES AGRÍCOLA:

Visão pela fundamentação
administrativa, comunicação empresarial e das técnicas de informática.





Trabalho de
Conclusão do 1º Bimestre, PIM 1 para obtenção do título de Tecnólogo em Gestão
de Agronegócios apresentado a Universidade Paulista (UNIP) pelo aluno de CA
1412719, polo Unaí.



&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 









UNAÍ

2014






JESUS
LOPES DA SILVA





CARACTERIZAÇÃO DA
EMPRESA RURAL PRODUTORA DE COMMODITIES AGRÍCOLA:

Visão
pela fundamentação administrativa, comunicação empresarial e das técnicas de
informática.









&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;
Trabalho de Conclusão do 1ºBimestre de 2014,&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;&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;PIM 1, do curso Sup TEc
Agronegócios apresentado à Universidade Paulista – UNIP pelo aluno Jesus Lopes
da Silva, RA 1412719 no polo de Unaí – MG.&nbsp;&nbsp;






Aprovado em:



BANCA
EXAMINADORA

____________________________________/____/____

Prof.

Universidade
Paulista – UNIP

___________________________________/____/____

Prof.

Universidade
Paulista – UNIP

___________________________________/____/____

Prof.

Universidade
Paulista – UNIP



RESUMO

O presente trabalho busca mostrar o
desenvolvimento de uma empresa produtora de commodities
agrícolas em épocas distintas, em uma faixa de vinte anos, tendo como foco
principal as diferentes concepções de administração, de comunicação empresarial
e do uso técnico e operacional da informática em todo processo produtivo da
empresa. Mostramos teoricamente a significativa mudança no processo
administrativo e comunicacional interna e externa da empresa. Opinamos pelo
maior controle no posicionamento dos colaboradores em suas posições de trabalho
dentro das áreas da empresa, visto que sua área se estende por vários hectares.
A comunicação interna é realizada pela portabilidade de rádios amadores
extremamente modernos e funcionais, celulares também funcionam em algumas
áreas. O uso de técnicas de informática, softwares
dinâmicos de controle em entradas e saídas das commodities agrícolas nas operações de estocagem e entrega no
pós-venda, facilitando a totalização final da produção é um ponto relevante
dentro do processo operacional atual. Há ainda, aspectos que podem e devem ser
otimizados, na assistência mecânica e organizacional, na manutenção de máquinas
e implementos, prevenindo e reduzindo reparos através da manutenção preventiva
aplicada com rigor. O controle de insumos de manutenção, peças e equipamentos é
todo informatizado, trazendo agilidade e desprezando desperdícios e acúmulo de
produtos inservíveis. Durante todo o processo de preparo das áreas são
utilizados implementos, máquinas e equipamentos de última geração tecnológica
buscando trabalhar com a agricultura de precisão, reduzindo custos operacionais
e conseguindo maior lucratividade na hora da venda. Atualmente o poder de
estocagem da empresa gira em torno de setenta e cinco a oitenta por cento e
continua em expansão. A contribuição relevante dos processos administrativos
aplicados em cada setor da empresa é de extrema importância e acompanha seu
desenvolvimento através dos anos. O uso irrestrito das tecnologias de
informática e comunicação tem contribuído substancialmente para o sucesso em
todos os processos produtivos da empresa.

Palavras-chave:
Commodities, administração
empresarial, informatização.













ABSTRACT

The present
work aims to show the development of a company producing agricultural
commodities in different times, in a range of twenty years, having as its main
focus the different conceptions of corporate communication, administration and
technical and operational use of information technology throughout the
productive process of the company. We show theoretically significant change in
administrative and communicational process inside and outside the company.
Opine for more control in positioning of employees in their work positions
within the areas of the company, since its area extends over several hectares.
Internal communication is performed by amateur radios portability extremely
modern and functional cell phones also work in some areas. The use of computer
techniques, dynamic software control in agricultural commodity inputs and
outputs in the operations of storage and delivery to the after-sales,
facilitating the aggregation of final production is a relevant point within the
current operating procedure. There are also aspects that can and should be
optimized, in mechanical and organizational assistance in maintenance of
machinery and implements, preventing and reducing repairs through preventive
maintenance applied with rigour. The control of inputs, maintenance parts and
equipment is all computerized, bringing agility and despising waste and
unserviceable product buildup. Throughout the process of preparation of the
areas are used implements, machinery and equipment of last generation
technology seeking work with the precision agriculture, reducing operating
costs and achieving higher profitability at the time of sale. Currently the
power of enterprise storage revolves around seventy-five to eighty percent and
continues to expand. The relevant contribution of administrative procedures
applied in each sector of the company is of the utmost importance and
accompanies its development through the years. The unrestricted use of the
information and communication technologies has contributed substantially to the
success in all productive processes of the company.

Keywords: Commodities,
business administration, computerization.




















SUMÁRIO

1 – INTRODUÇÃO HISTÓRICA: FAZENDA
SANTA GERTRUDES, A IMPLANTAÇÃO DE UMA PRODUTORA DE COMMODITIES........................................................................07

2 – O DESENVOLVIMENTO:
ADMINISTRAÇÃO RIGOROSA EM BUSCA DE RESULTADOS
POSITIVOS.......................................................................................................09

2.1 – Diretor Financeiro................................................................................................................10

2.2
– Diretor de Compras..............................................................................................................10

2.3 – Gerente
Administrativo-Financeiro.....................................................................................10

2.4 – Controlador de Balança........................................................................................................10

3 – O FUNCIONAMENTO INTEGRAL DAS
ATIVIDADES NA EMPRESA; A OPERACIONALIZAÇÃO DO PLANTIO, DA MANUTENÇÃO E DA
COLHEITA..........11 

3.1 - Gerente Operacional..............................................................................................................11

3.2 – Controlador de Manutenção................................................................................................12

3.3 – Controlador de Transportes................................................................................................12

3.4 – Controladores de Plantio.....................................................................................................13

3.5 – Controlador de Aplicação de
Defensivos Agrícolas, pré-adubação e irrigação.............14

3.6 – Controlador de Colheita......................................................................................................15

3.7 - Manutenção e Limpeza das Instalações
de Estocagem e Garagem.................................16

4 – DEMONSTRAÇÃO DA ORGANIZAÇÃO
GERAL........................................................16

4.1
– As novas técnicas de plantio e o crescimento pessoal dos
colaboradores.......................18

5 - CONCLUSÃO: A
TRANFORMAÇÃO DO TRABALHO NO COTIDIANO 

DA
EMPRESA.............................................................................................................................20

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; REFERÊNCIAS..................................................................................................................20





&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 



1 – INTRODUÇÃO HISTÓRICA: FAZENDA
SANTA GERTRUDES, A IMPLANTAÇÃO DE UMA PRODUTORA DE COMMODITIES. 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; A empresa investigada é produtora de
commodities agrícolas, mercadorias agrícolas como soja, milho, café, etcetera. Chamada
Fazenda Santa Gertrudes, sendo constituída inicialmente na razão social de
pessoa física. Na origem de sua organização o administrador era o proprietário,
tendo como auxiliar um gerente na área operacional, que era um operador de
máquinas e implementos experiente em preparação do solo, tratamento das
sementes e plantio, sendo que a colheita era terceirizada. Podemos assim, com
esse tipo de intercâmbio de conhecimentos, ou seja, utilizando uma organização
informal, afirmar que era comumente utilizada nessa fase da empresa uma aproximação
à teoria científica baseada nos estudos de Frederick Winslow Taylor, onde o
gerente organizava os trabalhadores para que desenvolvessem as ações da melhor
maneira possível e realizando assim uma seleção por mérito de prática em um
trabalho ou outro, treinando-os e especializando-os, estabelecendo alguns
princípios referentes à administração científica como o princípio do
planejamento, do preparo, da execução e do controle, mesmo que este gerente não
detenha o conhecimento teórico, mas por organização do empresário rural. A
empresa iniciou suas atividades com três, quatro trabalhadores fixos, mas com a
ampliação de áreas a serem trabalhadas eram treinados outros operadores para
realização das ações, cada qual conforme suas aptidões, pois na época e na região
não se encontrava muitos trabalhadores preparados para mecanização agrícola. O
proprietário administrava usando princípios básicos do taylorismo e responsabilizava-se
com a administração financeira da empresa como a compra de insumos, compra de
novos implementos, os proventos dos trabalhadores, a venda das commodities, financiamentos agrícolas,
buscava também o apoio de especialistas como Contabilistas e Engenheiros Agrônomos
como apoio técnico e também o apoio logístico das cooperativas agropecuárias.

Imagem
1: Organograma inicial de gestão agrícola na Fazenda Santa Gertrudes.


 
 
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Fonte: Criação própria
pelo SmartArt, 2014.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Conforme foi exposto no organograma
notamos que a parte técnica era discutida somente entre o patrão e o
especialista e depois repassada ao gerente operacional, fortalecendo assim um
dos princípios gerais da administração que é a Unidade de Comando. No impedimento
de comando do gestor, as ordens continuavam a ser desempenhadas pelo gerente
operacional, não quebrando a regra da unidade de comando. A distribuição do
trabalho era realizada de forma oral e não era utilizado quadro de avisos, nem
tampouco eram anotadas as atividades realizadas por cada um dos funcionários
não importando se foi realizada por este ou aquele, o importante era
desenvolver o trabalho e ponto final. Também não se relacionava horas/trabalho/homem,
no intuito de obter maiores performances e otimização dos trabalhos. Sendo vocal,
a comunicação nos princípios da empresa, pode muitas vezes ter deixado dúvidas
quanto a algum procedimento, a alguma ação e pode ter causado inclusive algum dano
material, perca de tempo homem/trabalho, entre outras possíveis intervenções
nocivas que podiam e deviam ser acompanhadas e sanadas. Sabe-se ainda, que
neste início empresarial os funcionários eram poucos e as jornadas de trabalho
intensas, ultrapassando por diversas vezes o recomendado pelas leis
trabalhistas para o trabalho diário. Nessa fase pouco se utilizavam dos
equipamentos de proteção individual (EPI), pois muitos ainda não eram
regulamentados com a NRR-4 (Norma Regulamentar Rural), que trata da proteção
coletiva e individual do trabalhador do campo. Em relação ao Meio Ambiente
também eram quebradas inúmeras regras de proteção no aproveitamento de áreas
para lavoura e pasto, sendo quase comum em todas as propriedades o avanço da
lavoura e pastagens próximas de nascentes, ou até mesmo drenando as mesmas,
contrariando recomendações de proteção ao meio-ambiente. 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; As áreas plantadas eram chamadas de
plantio das águas (período das chuvas), pois no período de seca não se usava a
irrigação convencional e tampouco a irrigação por pivôs centrais. Nesse período
eram plantados o milho e soja, passando mais adiante a produzir feijão do
cerrado. As sementes de soja eram quase sempre selecionadas entre os produtores
vizinhos, pois a semente quando selecionada, em empresas do ramo, quase sempre vinham
da Argentina e seu preço era alto, enquanto as sementes de milho já se
encontravam com mais facilidade no Brasil. Os principais insumos como adubos
químicos e defensivos agrícolas eram negociados primeiramente através da
cooperativa, com isso baixava os custos de produção. Na época os adubos eram
negociados em sacas de cinquenta quilos fornecidos pela IAP, Manah, Super fértil
entre outras distribuidoras de fertilizantes. Iniciou-se também com&nbsp; a agricultura empresarial o grande consumo de
defensivos agrícolas com o intuito de controlar&nbsp;
pragas, insetos e fungos presentes na produção em massa de produtos
alimentícios primários.



2 – O DESENVOLVIMENTO: ADMINISTRAÇÃO
RIGOROSA EM BUSCA DE RESULTADOS POSITIVOS.&nbsp;
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
O proprietário, com o passar dos anos e o crescimento planejado da
empresa rural, que se desenvolve como uma produtora de commodities em grande escala, chegando atualmente a aproximados
dezesseis mil hectares de plantio, que na região é considerada uma unidade de
grande porte, assume a função administrativa, com atribuição de Gestor
Empresarial implanta novas funções de organização em sua empresa, onde
coordenando e supervisionando as demais funções técnicas, comerciais,
financeiras, contábeis e de segurança, consegue pela inovação constante a
modernização em ampla escala, tanto no que tange o setor administrativo quanto
operacional, conseguindo altos índices de produtividade.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Nessa nova fase da empresa a organização passa pela coordenação
financeira, que controla todo o movimento financeiro de entrada e saída,
efetuando os pagamentos de insumos em geral, dos emolumentos trabalhistas, pagamento
de terceirizados, distribuindo as entregas das vendas antecipadas para as
empresas de transformação, quitação de financiamentos diversos, elaboração de
planilhas de projeção de estoque pelo software
MAXXSOFT, pelo qual funciona
todo o controle de estoque de grãos, de insumos e de peças de reposição.
Podemos também demonstrar essa organização através de um organograma, mostrando
a composição do escritório central e suas ramificações na sede operacional.

Imagem 2: Organograma Administrativo
Geral.

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" o:spid="_x0000_i1040" style="height: 249pt; visibility: visible; width: 425.25pt;" type="#_x0000_t75">
 
 


Fonte:
Criação própria pelo SmartArt, 2014.

2.1 – Diretor Financeiro

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Falemos um pouco mais sobre o Diretor Financeiro: é aquele que sempre
está em contato direto com o empresário proprietário, libera o pró-labore, faz
contato com as instituições financeiras, com as seções financeiras dos
fornecedores, dos grandes compradores no atacado, com as parcerias
cooperativas, compartilha dados com o Gerente Administrativo-Financeiro
referente à emissão de notas fiscais de entrega de produtos e de entrada de
produtos, os controles pecuniários também fazem parte desse compartilhamento,
portanto o Diretor Financeiro é o responsável direto pela entrada e saída de
capitais da empresa e dos investimentos financeiros levantados pelo Gestor Empresarial.

2.2
– Diretor de Compras

O Diretor de Compras responsabiliza-se
pela aquisição de bens para o uso dos colaboradores como uniformes, botas e
objetos de EPI, por todos os insumos agrícolas, combustíveis, aquisição de
veículos, máquinas e implementos, ou seja, tudo de bens a adquirir faz parte de
sua área.

2.3 – Gerente
Administrativo-Financeiro 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
O Gerente Administrativo-Financeiro é aquele que aproxima as ações
propriamente realizadas na sede e em suas dependências quanto à captação geral
de dados, recebe os dados de entrada e saída no estoque das commodities, na entrada e saída de
insumos, nas burocracias trabalhistas, nas documentações de máquinas e
veículos, no levantamento patrimonial da empresa. 

2.4 – Controlador de Balança

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Sendo assim, o Controlador de Balança é um subordinado direto do gerente
administrativo, pois controla tudo que entra na fazenda e depende da pesagem como
adubos e fertilizantes, grãos provenientes das diversas áreas da empresa, combustível
para máquinas, caminhões de transporte e também das pesagens de saída, que
principalmente são as de entrega de grãos às indústrias de transformação. É
responsável também pelo beneficiamento, incluindo limpeza, secagem e
armazenagem dos grãos e adubos nos depósitos, em consonância com o Controlador
de Estoque, para dar entrada no sistema de controle de estoque. 

2.4 – Controlador de Estoque

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Já o Controlador de Estoque é o
responsável juntamente com sua equipe por controlar a entrada, conferindo a
chegada, armazenagem e saída dos insumos como sementes, fertilizantes,
defensivos agrícolas por área a ser trabalhada e de peças de reposição,
combustível, horas trabalho/manutenção de troca de óleo ou componentes em máquinas,
caminhões e implementos, repassando ao Controlador de Manutenção, Controlador
de Transportes e também ao Gerente Operacional.

Imagem 3: Armazenagem de grãos em silos
agrícolas.


 


Fonte: Google imagens, 2014.

3 – O FUNCIONAMENTO INTEGRAL DAS
ATIVIDADES NA EMPRESA; A OPERACIONALIZAÇÃO DO PLANTIO, DA MANUTENÇÃO E DA
COLHEITA. 

3.1 - Gerente Operacional

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
O Gerente Operacional, além de manter um contato direto com o Diretor
Administrativo-Financeiro, em uma organização horizontal de comando, é
responsável direto pela contratação ou dispensa de colaboradores, pelo
recebimento e contato com representantes comerciais de insumos agrícolas, contato
com os engenheiros agronômicos que prestam assistência a empresa, no intuito de
viabilizar as melhores receitas para um tratamento eficaz. Diferentemente da
implantação da unidade de produção de commodities,
o gerente pelo lado operacional preza pela organização operacional da
empresa em campo, pela distribuição de tarefas, pela organização logística,
pela organização da manutenção das máquinas, implementos e veículos, pela
organização de garagem, pelo controle do tempo/trabalho a ser desenvolvido nos
diversos setores da cadeia produtiva, pela manutenção de estradas de acesso e
barragens. O Gerente Operacional conta com colaboração de Controladores de
Setores, que são divididos por áreas de atuação, buscando dar controle,
organização e operacionalização nas suas referidas áreas. 

3.2 – Controlador de Manutenção

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Vamos citar o Controlador de Manutenção, que é responsável por todas as
necessidades do setor, tanto no trabalho de campo quanto nos trabalhos a serem
realizados na sede; manutenção diária (preventiva), manutenção sazonais
(agendadas pelo sistema) e de reparos (ordinárias e quase sempre em caráter de
urgência). Acompanha os mecânicos especializados em determinadas áreas no
cumprimento da manutenção requerida.

&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; Imagem 4: Imagem de
oficina de manutenção.


 


&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; Fonte: www.netsoft.com.br,
2014. 

3.3 – Controlador de Transportes

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Já o Controlador de Transportes carrega consigo a responsabilidade das
necessidades dos veículos de transporte como pneus ou verificação mecânica
especializada, agendamento de férias, folgas ou saídas estratégicas de motoristas
a trabalho ou particular. Auxilia no processo de montagem dos tubos
telescópicos abastecedores de adubo nos veículos a serem utilizados no
abastecimento das plantadeiras. Repasse para o setor da manutenção sobre algum
item nos veículos que não é controlado pelo sistema, onde seja necessário
realizar manutenção, reforma ou reposição. &nbsp;







&nbsp;
Imagem 5 e 6: Veículos de manutenção e transporte de grãos.


 

 


&nbsp;&nbsp;
Fonte: gascom.com.br

3.4 – Controladores de Plantio

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
No setor de plantação, são necessários mais que um controlador, visto
que trabalham em grupos e áreas diferentes, cada Controlador de Plantio em
consonância com os colaboradores e com as ordens expressas pelo Gerente
Operacional quanto à quantidade de sementes a ser distribuída por metro linear,
e também quantas gramas de adubo serão distribuídas nesse espaço. Com a
inovação implantada, o sistema de controle de plantio instalado em tratores
automáticos com piloto eletrônico, compostos por GPS, TOPCON (Precision Agriculture
– Agricultura de Precisão) busca as melhores regulagens a ser feita na
plantadeira, eletronicamente muitas das vezes, fazendo com que haja maior
produtividade com menor custo, primando em ser eficaz e eficiente na execução
dessa ação primordial em todo processo produtivo da empresa, pois uma plantação
bem feita resulta em melhores plantas, consequentemente em maior lucratividade.


&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;Imagem
7: Trator automático e plantadeira de precisão.


 


&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; Fonte:
www.redemaq.com.br

3.5 – Controlador de Aplicação de
Defensivos Agrícolas, pré-adubação e irrigação

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Há também o Controlador da Aplicação de Defensivos Agrícolas,
pré-adubação e irrigação, preferencialmente um Técnico Agrícola, contando com
um moderno sistema de controle de umidade do ar e da terra, da temperatura,
compondo uma pequena, mas eficiente estação meteorológica chamada Irriger, que avisa eletronicamente a
necessidade de irrigar cada área com sistema de irrigação que gira em torno de
3000 hectares. Recebe no almoxarifado os defensivos ou fertilizantes e prepara
a calda ou mistura conforme a receita recebida do Gerente Operacional, ou na
sua falta, do próprio Engenheiro Agrônomo. Desenvolve também o apoio à
pulverização aérea utilizada na empresa com aeronave própria para aviação
agrícola, realizando a mistura própria para esse tipo de aplicação. 

Imagem 8, 9 e 10: Utilização de GPS em
agricultura de precisão.


 
&nbsp;
 
&nbsp;
 


Fonte:
Google Imagens, 2014.

Na pré-adubação regula com o apoio do
colaborador devidamente treinado os implementos de precisão, com uso de GPS (Global Position System – Sistema de Posicionamento Global). O
profissional exerce ainda papel de observador às normas de segurança no
manuseio, com o uso do EPI, e aplicação desses defensivos, bem como de seu uso
adequado observando a temperatura de aplicação, direção do vento, regulagem do
pulverizador para obter bons resultados. O descarte das embalagens também é um
fator de risco ao Meio Ambiente e sempre deve ser muito observado os cuidados a
serem tomados como a tríplice lavagem e a perfuração das embalagens vazias,
para que sejam evitados incidentes com eventuais resíduos líquidos ou sólidos,
armazenado adequadamente até o descarte definitivo nas unidades receptoras de
embalagens.

&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;Imagem 11: Pulverizador de defensivos
agrícolas.


 


&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; Fonte: Google
imagens, 2014.

3.6 – Controlador de Colheita

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Controla em sua área a necessidade de veículos de transporte, bazucas de
estocagem temporária, manutenção de reparos e o cálculo de perca de grãos pela
unidade colhedora em confronto com o sistema eletrônico de perda de grãos,
visando a otimização da colheita e o não desperdício de sementes além do
previsto. Algumas colheitadeiras contam com o sistema FIELDSTAR, GTA II MONITOR,
em que trás o receptor de GPS, o monitor de dados referentes à colheita e suas
particularidades, entre elas o rendimento de grãos da área, rotações de
componentes e regulagens eletrônicas, área parcial e total de colheita. Em
consonância com outros setores preza pela manutenção periódica das máquinas.

Imagem 12: Colheita de Soja Fazenda
Santa Gertrudes em 2014.
 


&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;Fonte: Acervo particular.

3.7 - Manutenção e Limpeza das Instalações
de Estocagem e Garagem

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
É aquele que responsabiliza-se, com o apoio dos colaboradores de cada
área pela organização, limpeza e destino de resíduos de cada área para
reciclagem, devolução de embalagens, reutilização ou estocagem para transformação
em material utilizável, deixando assim de ser risco para colaboradores evitando
acidentes em serviço e não prejudicando o meio ambiente.

&nbsp;Imagem
13: Manutenção e organização dos ambientes de trabalho; satisfação pessoal.


 


Fonte: crrp.com.br, 2014.

4 – DEMONSTRAÇÃO DA ORGANIZAÇÃO
GERAL. 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Assim, é possível demonstrar uma relação organizacional cíclica de apoio
e colaboração entre todos os setores, tornando mais forte e expressivo o
objetivo geral da empresa que é produzir grãos com qualidade, com grande
produtividade em menores áreas, satisfazendo empresário e colaboradores pelos
benefícios alcançados, motivando as expectativas no futuro.&nbsp;&nbsp;&nbsp;&nbsp; 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Com a capacidade operacional dos colaboradores é possível demonstrar sua
força e participação direta no bom resultado da empresa, sendo que buscam
trabalhar com responsabilidade, com respeito ao colega de trabalho, com
interação de seus conhecimentos em prol da efetiva qualidade do trabalho,
zelando pela manutenção e operação adequada das máquinas e implementos, tomando
com excelência a satisfação de integrar uma equipe de trabalho em uma empresa
desenvolvida tecnologicamente, que procura satisfazer as leis trabalhistas,
ambientais, de vigilância sanitária e de ordem fiscal. Logo, temos uma relação
também cíclica das suas atividades como no organograma.

Imagem 14: Organograma cíclico da
Gestão, Diretoria e Gerência.

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" o:spid="_x0000_i1028" style="height: 267.75pt; visibility: visible; width: 446.25pt;" type="#_x0000_t75">
 
 


&nbsp;Fonte: Criação própria pelo SmartArt, 2014.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
É possível notar que para as ações realizadas “in loco”, se faz
necessário toda essa interatividade e conectividade entre todos os setores da
empresa, isso revela que as afinidades devem ser profundamente cultivadas, pois
todo o processo produtivo depende da eficácia individual e coletiva. Com o
intuito de tornar a empresa uma grande produtora de commodities o proprietário buscou aliar modelos de comunicação
empresarial onde seja privilegiado o respeito e as normas da boa convivência
humana, sendo que a comunicação processual interna se faz com o uso de rádio
amador e telefonia celular enquanto na comunicação externa são usados telefones
fixos, celulares e também recursos de tecnologias de comunicação virtual como e-mails e docs on-line com apoio de monitores e impressoras. Buscando também,
o bem estar pessoal do colaborador, é disponibilizado transporte próprio em
micro-ônibus e vans confortáveis e seguros no trajeto casa-empresa e
vice-versa. O contato do Gestor Empresarial não acontece diretamente com os
colaboradores em relação ao desenvolvimento de tarefas, mas sim apenas no
intuito de trocar ideias ou questionamentos peculiares sobre determinadas áreas
ou trabalho efetuado, não causando assim choque de gestão. No âmbito de trabalho
é necessário observar as regras de segurança individual e coletiva inerentes a
cada setor, e ainda usar habitualmente o EPI necessário. 

Imagem 15: Organização Cíclica do setor
operacional.



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Fonte:
Criação própria pelo SmartArt,2014.

4.1
– As novas técnicas de plantio e o crescimento pessoal dos colaboradores

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
As novas técnicas de irrigação utilizando os sistemas de irrigação via
pivô central, inicialmente com duas unidades, envolvendo cerca de cento e
oitenta hectares de lâmina d’água, o que proporcionou trabalho mais efetivo
durante grande parte do ano e que agora contam com aproximadamente três mil
hectares em áreas com pivô central, ampliando assim a contratação de
colaboradores, que participam das atividades produtivas em cerca de dezesseis
mil hectares ao todo, sendo de extrema necessidade para se atingir os objetivos
propostos. As áreas irrigadas onde são desenvolvidos plantio de feijão carioca,
milho doce para conserva como elemento primário a indústria de transformação,
entre elas a BUNGE ALIMENTOS BRASIL, milho para semente comercializado em venda
futura com a PIONEER, são algumas das parcerias firmadas na atualidade com
utilização de irrigação, mas o plantio de soja no sequeiro também é
comercializado com empresas de transformação para óleo, biodiesel e os resíduos
para ração. 

Imagem 16: Bunge Alimentos.


 


Fonte: Google imagens, 2014.

Tudo isso trás novas divisas comerciais,
interação de conhecimentos e técnicas capazes de gerar maior lucratividade aos commodities produzidos na empresa. Os
colaboradores, agora com mais experiência no trabalho mecanizado, passando por
cursos de capacitação, nas operações agriculturáveis possibilitam essa nova fase
de projetos por objetivos. Vários colaboradores especializaram-se em pelo menos
duas atividades, deixando de realizar certas tarefas básicas constantes no
ciclo de trabalho na produção. O relacionamento entre o gerente operacional e
os colaboradores se idealiza a cada dia, deixando de ser simplesmente da
prevalência hierárquica para um relacionamento de parceria, refletindo
profundamente na eficiência das atividades. 

Imagem 17: Pioneer Sementes, unidade
Formosa – GO.


 
&nbsp;&nbsp;&nbsp; 

Fonte: Google imagens, 2014.


5 – CONCLUSÃO: A
TRANFORMAÇÃO DO TRABALHO NO COTIDIANO DA EMPRESA

A
empresa foi implantada e acompanhou o mercado e suas inovações, buscando sempre
estar próxima aos padrões internacionais de unidade de produção de commodities agrícolas, utilizando um
mesclado de técnicas renomadas de administração, comunicação empresarial e
informática,&nbsp; capazes de trazer consigo o
crescimento intelectual, de relacionamento pessoal e financeiro de seus
colaboradores. O Gestor Empresarial que alcança, nos moldes dessa empresa,
colocar vários fundamentos necessários para a manutenção efetiva da máquina
administrativa em prática e manter-se no mercado é porque caminha em base
sólida. Notamos que não é fácil implantar mudanças tão contundentes na forma de
administrar, pois quando se determina objetivos, traçando metas a curto e longo
prazo e estratégias capazes de reduzir a insatisfação pessoal, pela cobrança
efetiva por resultados positivos, favorecendo o desenvolvimento das atividades
com os objetivos organizacionais, e os resultados sendo alcançados por todos os
setores nos mostra que com a avaliação das ações sazonalmente apenas trás
benefícios a empresa e a seus colaboradores. Pois como afirma Peter F. Drucker,
em um dos pontos na Administração por objetivos – principais vantagens: “A
promoção e remuneração mais equitativas, com base no desempenho”. Assim, quando
a empresa ganha os colaboradores também ganham, pois quanto melhores resultados
são alcançados tão melhores serão as satisfações pessoais dos colaboradores,
suprindo suas necessidades pessoais e familiares. A equipe gestora, sinalizando
que as medidas administrativas, quando bem aplicadas e reguladas fazem com que
haja sucesso nos empreendimentos, deixando de haver desperdícios, mantendo o
uso consciente de todas suas instalações, maquinários e bens móveis. Nesse
trabalho apresentamos apenas migalhas da produção de commodities agrícolas visto que todo esse processo se torna bem
mais complexo quando explorado em sua base setorial. &nbsp;Mesmo assim, procuramos mostrar como as
mudanças são necessárias com o passar dos anos para se alcançar sucesso na
obtenção de capital, pois a produção nesses moldes é totalmente controversa ao
se tratar das mudanças climáticas tão contundentes na atualidade. Aqui foi
visto ainda a transformação real das pessoas envolvidas em todo processo, não
só de maneira trabalhista, mas também nas relações interpessoais. 



REFERÊNCIAS

Garcia, Solimar.Comunicação Empresarial. / Solimar Garcia
- São Paulo: Editora Sol. 2011. 



Santos, Livaldo dos.Fundamentos da Administração. /
Livaldo dos Santos – São Paulo: Editora Sol. 2011.




Ártico, Jair Aparecido.Técnicas de Informática / Jair
Aparecido Ártico - São Paulo: Editora Sol, 2011.