Apostila do Treinamento  Buscando a Excelência em Gurupí
Autor: A'Eronssaytt Gomes Lima de Oliveira | Publicado: 2012-07-11T16:34:00-07:00


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Apostila

  
BUSCANDO A EXceLÊNCIA

 

  
  
   
   
   
   
   
   
   
   
   
   
   
   
  
  
  
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" o:spid="_x0000_i1025" style="height: 350.25pt; visibility: visible; width: 396pt;" type="#_x0000_t75">
  
 





  
16/4/2010

  
Diretoria
  de Empregos e Programas Especiais

 




Equipe Técnica



A’Eronssaytt Gomes Lima de Oliveira – Autor do Projeto PEC

ADMINISTRADOR DE
 EMPRESAS



Daiany Mayara T. C. de Oliveira – Revisora e Voluntária

PEDAGOGA E
 ESPECIALISTA EM PEDAGOGIA EMPRESARIAL E HOSPITALAR

 
 


 

 
Conteúdo


<!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 style='mso-ansi-language:PT-BR'> TOC \o
 &quot;1-3&quot; \h \z \u <![endif]-->1. Ferramenta da Qualidade -
 Ciclo PDCA.. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986949 \h <span
 style='mso-element:field-separator'><![endif]-->5<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900340039000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

1.1 Planejar (PLAN) <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986950 \h <span
 style='mso-element:field-separator'><![endif]-->5<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350030000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

1.2 Executar (DO) <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986951 \h <span
 style='mso-element:field-separator'><![endif]-->5<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350031000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

1.3 Verificar, checar (CHECK) <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986952 \h <span
 style='mso-element:field-separator'><![endif]-->5<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350032000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

1.4 Agir corretivamente (ACTION) <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986953 \h <span
 style='mso-element:field-separator'><![endif]-->5<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350033000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

2. Inteligência emocional <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986954 \h <span
 style='mso-element:field-separator'><![endif]-->6<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350034000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

2.1 O conceito por
 Goleman. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986955 \h <span
 style='mso-element:field-separator'><![endif]-->6<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350035000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

2.1.1 As cinco habilidades da inteligência emocional <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986956 \h <span
 style='mso-element:field-separator'><![endif]-->6<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350036000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

2.1.2 importancia da habilidades interpessoais. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986957 \h <span
 style='mso-element:field-separator'><![endif]-->6<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350037000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

3. Percepção. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986958 \h <span
 style='mso-element:field-separator'><![endif]-->7<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350038000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

3.1 Estímulo e Percepção. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986959 \h <span
 style='mso-element:field-separator'><![endif]-->7<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900350039000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

3.1.1 Fatores que influenciam
 na negociação. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986960 \h <span
 style='mso-element:field-separator'><![endif]-->8<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360030000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

3.2 Fatores perceptuais. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986961 \h <span
 style='mso-element:field-separator'><![endif]-->8<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360031000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

3.2.1 Como modificar tais
 fatores. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986962 \h <span
 style='mso-element:field-separator'><![endif]-->8<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360032000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

4. Estilos de negociadores. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986963 \h <span
 style='mso-element:field-separator'><![endif]-->9<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360033000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

4.1 Catalisador. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986964 \h <span
 style='mso-element:field-separator'><![endif]-->9<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360034000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

4.2 Apoiador. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986965 \h <span
 style='mso-element:field-separator'><![endif]-->9<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360035000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

4.3 Analítico. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986966 \h <span
 style='mso-element:field-separator'><![endif]-->10<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360036000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

4.4 Controlador. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986967 \h <span
 style='mso-element:field-separator'><![endif]-->10<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360037000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

5. Boa comunicação. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986968 \h <span
 style='mso-element:field-separator'><![endif]-->10<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360038000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

6. Protocolos de conversação. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986969 \h <span
 style='mso-element:field-separator'><![endif]-->11<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900360039000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7. Saber administrar bem o
 tempo. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986970 \h <span
 style='mso-element:field-separator'><![endif]-->11<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370030000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.1 Gerencie seu tempo. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986971 \h <span
 style='mso-element:field-separator'><![endif]-->11<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370031000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.1.1 Passos fundamentais para se Alcançar um melhor uso do
 tempo: <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986972 \h <span
 style='mso-element:field-separator'><![endif]-->12<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370032000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.1.2 Pontos de estrangulamento do tempo detectados: <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986973 \h <span
 style='mso-element:field-separator'><![endif]-->12<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370033000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.2 Benefícios obtidos com
 uma melhor administração do tempo. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986974 \h <span
 style='mso-element:field-separator'><![endif]-->12<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370034000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.3 Fatores a serem observados que contribuem para
 modificarmos algumas atitudes através de nossa própria conscientização, nos
 levando a pensar nos seguintes fatos: <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986975 \h <span
 style='mso-element:field-separator'><![endif]-->13<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370035000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

7.4 Desperdiçadores do tempo. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986976 \h <span
 style='mso-element:field-separator'><![endif]-->13<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370036000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

8. Ética Profissional no
 Atendimento. <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986977 \h <span
 style='mso-element:field-separator'><![endif]-->14<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370037000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->

8.1 Vejamos algumas
 características da ética no atendimento: <!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-begin'><span
 style='mso-bookmark:_Toc256091067'><span
 lang=EN-US style='color:windowtext;display:none;mso-hide:screen;mso-no-proof:
 yes;text-decoration:none;text-underline:none'> PAGEREF _Toc292986978 \h <span
 style='mso-element:field-separator'><![endif]-->15<!--[if gte mso 9]>
  08D0C9EA79F9BACE118C8200AA004BA90B02000000080000000E0000005F0054006F0063003200390032003900380036003900370038000000
 <![endif]--><!--[if supportFields]><span
 style='mso-bookmark:_Toc256091095'><span
 style='mso-bookmark:_Toc256091058'><span
 style='mso-element:field-end'><![endif]-->










1. Ferramenta da Qualidade - Ciclo
PDCA


É um ciclo de análise e melhoria, criado por Walter Shewhart, em meados
da década de 20 e disseminado para o mundo por Deming. Esta ferramenta é de
fundamental importância para a análise e melhoria dos processos organizacionais
e para a eficácia do trabalho em equipe.

O Ciclo PDCA (em inglês Plan, Do, Check e Action) é uma ferramenta
gerencial de tomada de decisões para garantir o alcance das metas necessárias à
sobrevivência de uma organização, sendo composto das seguintes etapas:




1.1 Planejar (PLAN)


<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Definir as metas a serem alcançadas;

<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Definir o método para alcançar as metas propostas.




1.2 Executar (DO)


<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Executar as tarefas exatamente como foi previsto na
etapa de&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
planejamento;

<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Coletar dados que serão utilizados na próxima etapa de
verificação do processo;

<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Nesta etapa são essenciais a educação e o treinamento
no trabalho.




1.3 Verificar, checar (CHECK)


<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Verificar se o executado está conforme o planejado, ou
seja, se a meta foi alcançada, dentro do método definido;

<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Identificar os desvios na meta ou no método.




1.4 Agir corretivamente (ACTION)


<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Caso sejam identificados desvios, é necessário definir
e implementar soluções que eliminem as suas causas;

<!--[if !supportLists]-->Ø&nbsp; <!--[endif]-->Caso não sejam identificados desvios, é possível
realizar um trabalho preventivo, identificando quais os desvios são passíveis
de ocorrer no futuro, suas causas, soluções etc.

O PDCA pode ser utilizado na realização de toda e qualquer atividade da
organização. Sendo ideal que todos da organização utilizem esta ferramenta de
gestão no dia-a-dia de suas atividades.






2. Inteligência
emocional


Inteligência emocional é um conceito em Psicologia que descreve a
capacidade de reconhecer os próprios sentimentos e os dos outros, assim
como a capacidade de lidar com eles.




2.1 O conceito por Goleman


Goleman definiu inteligência
emocional como:

"...capacidade de
identificar os nossos próprios sentimentos e os dos outros, de nos motivarmos e
de gerir bem as emoções dentro de nós e nos nossos relacionamentos."
(Goleman, 1998) 

Para ele, a inteligência
emocional é a maior responsável pelo sucesso ou insucesso dos indivíduos. Como
exemplo, recorda que a maioria da situações de trabalho é envolvida por
relacionamentos entre as pessoas e, desse modo, pessoas com qualidades de
relacionamento humano, como afabilidade, compreensão e gentileza têm mais
chances de obter o sucesso.




2.1.1 As cinco
habilidades da inteligência emocional


Segundo ele, a
inteligência emocional pode ser categorizada em cinco habilidades:

<!--[if !supportLists]-->1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Auto-Conhecimento
Emocional - reconhecer as próprias emoções e sentimentos quando ocorrem; 

<!--[if !supportLists]-->2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Controle Emocional -
habilidade de lidar com os próprios sentimentos, adequando-os a cada situação
vivida; 

<!--[if !supportLists]-->3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Auto-Motivação - capacidade de dirigir as emoções a serviço de um objetivo ou
realização pessoal; 

<!--[if !supportLists]-->4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Reconhecimento de
emoções em outras pessoas; e 

<!--[if !supportLists]-->5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Habilidade em
relacionamentos inter-pessoais. 




2.1.2
importancia da habilidades interpessoais


As três primeiras são
habilidades intra-pessoais e as duas últimas, inter-pessoais. Tanto quanto as
primeiras são esseciais ao auto-conhecimento, estas últimas são importantes em:

<!--[if !supportLists]-->1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Organização de Grupos -
habilidade essencial da liderança, que envolve iniciativa e coordenação de
esforços de um grupo, bem como a habilidade de obter do grupo o reconhecimento
da liderança e uma cooperação espontânea. 

<!--[if !supportLists]-->2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Negociação de Soluções -
característica do mediador, prevenindo e resolvendo conflitos. 

<!--[if !supportLists]-->3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Empatia - é a capacidade
de, ao identificar e compreender os desejos e sentimentos dos indivíduos,
reagir adequadamente de forma a canalizá-los ao interesse comum. 

<!--[if !supportLists]-->4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <!--[endif]-->Sensibilidade Social - é
a capacidade de detectar e identificar sentimentos e motivos das pessoas.




3. Percepção


Em psicologia, neurociência e ciências cognitivas, percepção é a função cerebral que atribui significado a estímulos sensoriais, a partir de
histórico de vivências passadas. Através da percepção um indivíduo organiza e
interpreta as suas impressões sensoriais para atribuir significado ao seu meio.
Consiste na aquisição, interpretação, seleção e organização das informações
obtidas pelos sentidos. A percepção pode ser
estudada do ponto de vista estritamente biológico ou fisiológico, envolvendo estímulos elétricos evocados pelos estímulos nos órgãos dos
sentidos. Do ponto de vista psicológico ou cognitivo, a percepção envolve
também os processos mentais, a memória e outros aspectos que podem influenciar
na interpretação dos dados percebidos.`O estudo da percepção é
de extrema importância porque o comportamento das pessoas é baseado na
interpretação que fazem da realidade e não na realidade em si. Por este motivo, a
percepção do mundo é diferente para cada um de nós, cada pessoa percebe um
objeto ou uma situação de acordo com os aspectos que têm especial importância
para si própria.




3.1 Estímulo e Percepção


Estímulo é tudo aquilo que provoca uma resposta. Ou
seja, quando você está negociando ou vendendo, responde conforme os estímulos
que recebe e que podem ser internos ou externos. Por exemplo, irá reagir de
maneira diferente dependendo do jeito que seu interlocutor falar, agir, se
comportar. Dará uma ou outra resposta conforme o que lhe for oferecido. Mais:
suas próprias motivações internas o levarão a se posicionar de diferentes
maneiras, conforme as circunstâncias. As respostas incluem suas ações aos
estímulos: romper uma negociação, fechar, dar um sinal de aprovação, um
sorriso, etc., tudo isso depende da sua percepção. É importante que você saiba,
no entanto, que só o estímulo não determina a sua reação ou resposta. Ela é
derivada da sua percepção sobre aquele estímulo, ou seja, como você interpreta
uma dada realidade ou fato. Um mesmo estímulo provocará diferentes reações em
diferentes pessoas, conforme a percepção de cada uma. Num processo de
negociação, por exemplo, seu interlocutor pode agir de maneira mais ríspida.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Uma pessoa pode interpretar ou
perceber tal fato como um sinal de que a oferta que fez não foi suficientemente
tentadora e, então, reagir reformulando sua proposta. Outra pessoa, no entanto,
pode interpretar esse mesmo estímulo como um sinal de que a pessoa sente-se
desconfortável na situação ou no local. Assim, reage não mudando a proposta,
mas o meio ambiente e o seu tom de fala. É porque estímulos e percepções são
tão importantes no processo, que a primeira impressão ganha um peso extra nas
negociações.




3.1.1 Fatores que influenciam na negociação


Qualquer negociação envolve muitos fatores. Além das
pessoas, do objeto (tangível ou intangível) que é alvo da negociação e do
cenário, a percepção contribui fortemente para o desenrolar do processo. A
percepção, no entanto, também é resultado de uma série de fatores e, sendo
assim, pode ser modificada na prática diária. Esses fatores perceptuais
(cognitivos, afetivos e valorativos), mas para a utilização de tais requer
muita criatividade e conhecimento.




3.2 Fatores perceptuais


A percepção, como você já viu, é afetada por
diferentes fatores. Francisco Bittencourt, consultor do MVC (2006), coloca que
esses fatores podem ser agrupados em três grandes blocos: 

Os fatores cognitivos são aqueles que envolvem
     informações, conhecimento e raciocínio. 
Os fatores afetivos envolvem sentimentos,
     necessidades e motivações. 
Já os fatores valorativos incluem crenças,
     ideologias, ética e moral. 





3.2.1 Como modificar tais fatores


Esse conjunto de fatores sustenta as percepções e,
para mudar uma percepção, torna-se necessário atuar em um desses níveis ou em
mais de um deles. Mas como fazê-lo?




&nbsp;

3.2.1.1 Mudanças cognitivas


Envolve ampliar e modificar conhecimentos, promover o
aprendizado continuado. Cada vez que você questiona uma informação dada como
certa ou permite que outros questionem o seu próprio conhecimento, está
promovendo mudanças cognitivas. Uma negociação pode ser alterada sempre que
novas abordagens são colocadas no cenário do processo. Para mudar o
encaminhamento de uma negociação você pode ou disponibilizar novas informações
para os outros ou rever seus próprios conhecimentos.




3.2.1.2
Mudanças afetivas


Envolve a capacidade de mudar o patamar da negociação,
incluindo aspectos emocionais e rompendo com visões preconcebidas não
associadas ao conhecimento. Isso amplia os benefícios não-tangíveis,
reconhecendo necessidades e motivações e desenvolvendo habilidades de empatia,
ou seja, a capacidade de colocar-se no lugar do outro.




3.2.1.3
Mudanças valorativas


Esse tipo de mudança é muito difícil de ser promovida,
pois geralmente os valores são associados à própria identidade da pessoa. No
entanto, é importante ressaltar que os valores também se modificam histórica e
culturalmente e são passíveis de crítica. Mesmo que você não consiga rever seus
valores, poderá tornar-se aberto para entender, os valores de outras pessoas,
que sejam diferentes daqueles que você considera corretos.




4. Estilos de negociadores


A forma como o
negociador utiliza seu poder e age nas diferentes situações com as quais irá se
defrontar, definem um estilo próprio de atuação. Além disso, é importante
conhecer o estilo dos outros atores envolvidos no processo de negociação, pois
isso permite que você faça adequações aos seus procedimentos e otimizando o
retorno que deseja obter. O vice-presidente do Instituto MVC (2006), L. A.
Costacurta Junqueira, classifica esses estilos em quatro tipos negociadores:
catalisador; apoiador; controlador; analítico.




4.1 Catalisador


Junqueira (2006)
coloca que “este estilo tende a ser extremamente criativo, sempre com novas
idéias, novas oportunidades de investimentos, entusiasta dos grandes empreendimentos,
empreendedor por natureza. É o homem das novidades, das grandes decisões.
Muitas vezes, este estilo pode ser visto como superficial, sonhador, irreal,
estratosférico, de outro planeta, em suas decisões e ações”. O que motiva esse
negociador? Geralmente, a necessidade de ser reconhecido. Se estiver negociando
com um catalisador, procure destacar os aspectos relacionados com inovação e
criatividade, e como o que você oferece irá provocar a admiração de todos.






4.2 Apoiador 


Para Junqueira
(2006), o apoiador “considera que as pessoas são mais importantes que qualquer
trabalho, as pessoas acima de tudo; aprecia atuar sempre em equipe, procura
agradar os outros, fazer amigos. As vezes, pode ser visto como incapaz de
cumprir prazos, desenvolver projetos mais como alguém disposto a ajudar do que
um empresário. Suas decisões são tomadas mais lentamente do que os outros
estilos tomariam e ele sempre busca não melindrar ou se desentender com a outra
parte. Quer sempre fazer o meio de campo, ficar e deixar todos bem”.

No caso de negociar
com um apoiador, promova a harmonia e evite os conflitos. Adote uma
argumentação conciliadora e mostre que o que você oferece não causará prejuízos
a ninguém, mas sim crescimento e ganhos para todos – em especial ganhos
intangíveis.




4.3 Analítico


O negociador
analítico busca um conhecimento profundo sobre aquilo que está sendo negociado.
Junqueira (2006) destaca que “o analítico é aquele que adora fazer perguntas,
obter o máximo de informações, coletar todas as informações possíveis,
preocupando-se em ter disponíveis todas as informações, os detalhes de cada
empreendimento para ter certeza antes de iniciar qualquer tarefa ou tomar
qualquer decisão. Eventualmente, este negociador pode ser visto como sendo
perfeccionista, detalhista em excesso, etc.”. 

Como agir com um
negociador analítico? Prepare-se muito bem para responder e esclarecer todo o
tipo de perguntas. Monte dossiês explicativos, forneça relatórios, exemplos,
depoimentos comprobatórios, resultados de pesquisas. Conhecer os estilos de
negociação é fundamental, mas outros fatores também devem ser considerados para
que o processo se desenrole satisfatoriamente.




4.4 Controlador 


Você reconhece o
estilo controlador quando encontra um negociador hiperativo. Junqueira (2006)
destaca algumas características desse estilo de negociador: “é aquele que toma
decisões rápidas, está sempre preocupado com o uso do seu tempo – afinal, tempo
é dinheiro com redução de custos; nas discussões não faz rodeios, independente
de onde e com quem esteja, vai direto ao assunto, é organizado, conciso,
objetivo, sua meta é conseguir resultados. Eventualmente pode ser visto como
insensível às pessoas, durão, só pensa no negócio, carrasco, etc.”. Ao negociar
com um controlador, enfatize os aspectos relacionados com a autonomia, ganhos
de tempo, benefícios tangíveis propiciados pelo que você está oferecendo.




5. Boa comunicação


A comunicação é a base para qualquer trabalho bem
desenvolvido ou realizado. O processo de comunicação é difícil porque depende diretamente
da subjetividade das pessoas e da percepção que elas têm diante do mundo. Na
verdade, aquilo que o emissor transmite nunca será exatamente a mesma coisa que
o receptor entende, porque a mensagem e o código utilizados sempre estarão
sujeitos à interpretação, fruto da percepção.

“É necessário colocar uma dose de sensibilidade
naquilo que se fala e se ouve. A sensibilidade se adquire com empatia, bom
senso e respeito. Um modo de aprender a ter sensibilidade é perguntar a si
mesmo: como eu reagiria no lugar da outra pessoa? Qual seria a melhor maneira
de dizer isso para mim mesmo? Como eu gostaria que me falassem a respeito de um
comentário meu? As respostas a estas perguntas deverão ajudar a formar sua
própria estratégia de uso de sensibilidade em uma situação delicada. No momento
da comunicação é necessário saber usar as doses certas de razão e emoção diante
daquilo que se fala.”. (Janaina A. Cibien; Letícia R. Bizca, 2005.)

Em face dos argumentos acima apresentados, a função
“atendimento” requer dos funcionários qualidades essenciais na aquisição da
competência técnica no atendimento.

“Todos nós trabalhamos não para satisfazer os desejos
e as expectativas do cliente, mas para excedê-los, superá-los”, diz ele.




6. Protocolos de conversação 


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Ao receber um
cliente, diga: “BOM DIA, ÀS SUAS ORDENS...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Ao solicitar algo,
peça: “POR FAVOR...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Ao receber
solicitação, diga: “POIS SIM...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Após deixar um
cliente esperando, diga: “DESCULPE A DEMORA...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Não discuta –
Argumente: Um velho ditado em vendas diz que você nunca deveria discutir com o
cliente, porque, embora você possa ganhar a discussão, com certeza vai perder a
venda. 

Quando você não concorda com o cliente, use o tato:

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->“Por favor,
corrija-me se eu estiver errado...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->“Deixa ver se eu
entendi o que você (ou senhor) está dizendo...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->“Você (o senhor)
concorda que...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->“Não tenho certeza se
entendi...”

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->“Tem razão, essa é
uma maneira de ver a coisa. 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Mas também tem outra...”




7. Saber administrar bem o
tempo


A administração do tempo é uma ferramenta gerencial, que tanto pode ser
utilizada nas empresas quanto em nossas vidas, permitindo a organização de
metas pessoais e profissionais com menor dispêndio de energia física e mental.
A boa administração de tempo é provavelmente o fator mais importante na
administração de si mesmo e do trabalho executado. Ela começa com a auto-descoberta,
isto é, com a identificação de como utilizamos o nosso tempo, do que não nos
satisfaz, e do que desejamos mudar.




7.1 Gerencie seu tempo


Um dos maiores
problemas, para todos, e que nunca há tempo suficiente para fazer tudo o que é
necessário. Peter Drucker, diz que o gerente que não consegue gerenciar seu
próprio tempo não consegue gerenciar nada mais. Pois é de vital importância que
o gerente domine o seu tempo, e não o tempo ser auto-gerente. 




7.1.1 Passos fundamentais para se
Alcançar um melhor uso do tempo:


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Quantificar como ele
é utilizado atualmente;&nbsp; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Eliminar os pontos de
estrangulamento com base nesta quantificação;&nbsp; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Planejar efetivamente
como aplicar o tempo economizado com a eliminação dos estrangulamentos. 

A seguir, verifique
quais destas tarefas só poderão ser feitas por você mesmo, quais as que podem
ser realizadas por você ou por outra pessoa e quais devem ser delegadas a
outras pessoas, sem prejuízo de qualidade, mas que no momento estão lhe
roubando preciosas horas. 




7.1.2 Pontos de estrangulamento
do tempo detectados:


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Identifique os papeis
de conteúdo esdrúxulo e os descarte; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estabeleça horários
predeterminados e pré-estabelecidos para os variados acontecimentos do dia; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Agende e divulgue as
reuniões; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Discipline-se na
utilização do telefone, ou seja "Fale somente o necessário.". 

É claro que a
eliminação de todos os pontos de estrangulamento é, em certos casos,
praticamente impossível, mas se você conseguir 50% do tempo bem administrado já
alcançou um bom índice. 




7.1.2.1 O que
fazer com o tempo ganho?


Primeiro crie uma
hora diária (tempo arbitrário) só sua, na qual você se isola sem telefonemas,
reuniões, entrevistas, etc. E então :

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Leia aqueles artigos
importantes que estão se acumulando em sua mesa; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Pare e repense o seu
departamento de entrada de dados, a utilização de pacotes, as novas admissões; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Redescubra-se como pessoa; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Procure concentrar-se
em tarefas&nbsp; de intelecto multiplicadoras; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Pense na qualidade
dos serviços prestados e como melhorá-las; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Reveja os planos de
desenvolvimento dos técnicos e administrativos da área frente à novas
tecnologias; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estabeleça ou melhore
o seu relacionamento com os demais gerentes da corporação e funcionários em
geral. 




7.2 Benefícios obtidos com
uma melhor administração do tempo


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Desenvolve uma
perspectiva real do que a vida oferece e como pode ser vivida;

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Permite aproveitar
mais a vida; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Possibilita maior
domínio e controle do trabalho; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Otimiza o trabalho executado; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Segurança e
objetividade no trabalho; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Aumenta a produtividade; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Mantém o equilíbrio
entre a vida pessoal, familiar e profissional; 

A pessoa que não
administra o seu tempo é porque passa a maior parte do dia pensando no que
fazer em 1º lugar, outra parte recomeçando o trabalho interrompido e finalmente
a outra reclamando que não teve tempo para nada.




&nbsp;7.3 Fatores a serem observados que contribuem para modificarmos
algumas atitudes através de nossa própria conscientização, nos levando a pensar
nos seguintes fatos: 


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estamos dando o tempo
certo às coisas realmente importantes ? 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estamos mantendo o
equilíbrio adequado entre nossas atividades de rotina e as de inovação a
longo&nbsp; e curto prazo? 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->As interrupções
desnecessárias estão sendo permitidas? 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estamos realizando tarefas desnecessárias? 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Estamos pulando de
tarefa em tarefa sem concluí-las? 

Pronto temos um
perfil de nosso comportamento diante do tempo, o que e como devemos mudar está
em cada um de nós. 




7.4 Desperdiçadores do tempo


 

  
  
Desperdiçadores do tempo

 

  
  
<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Alteração
  constantes de ordens e de prioridades 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Prioridades não claras/ falta prioritização
  

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Empreendendo mais
  do que pode menos estimativa de tempo não realista

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Sobrecarga de trabalho

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Arquivos desorganizados

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não se ajustar a mudanças

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Excesso de controle
  e Reuniões improdutivas

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não saber dizer não

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Excesso de comunicação

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Falta de comunicação

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Falta de diretrizes 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não fazer plano diário 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não antecipar
  prováveis acontecimentos futuros e não se preparar para eles

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não se prevenir
  contra problemas rotineiros

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Atrasos; Barulho; Desorganização pessoal

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Responsabilidade e autoridades confusas

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Treinamento deficiente

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Fazer eu próprio / não delegar

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Excesso de material para ler

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Inexistência de padrões / critérios

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
  <!--[endif]-->Não adaptação /
  resistências à mudanças

 

  
 




O Tempo é um recurso
precioso, que não pode ser recuperado, ou expandido, portanto saiba usá-lo,
pois ele proporciona oportunidades iguais para todos.

 

  
  


  
  
&nbsp;Texto de:
  Ademir R. Martins traduzido e adaptado por Nuno Duarte Paulos

 





8. Ética
Profissional no Atendimento


&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Em toda crise, existe um
potencial de novas possibilidades de pensar, de agir e de mudar. A atual crise
política brasileira nos convoca a promover mudanças que incluam o respeito aos
princípios éticos, os quais não faltam apenas no exercício da atividade política.
Esse problema tem raízes nos conceitos e valores inscritos no tecido social
contemporâneo, acrescidos das particularidades de cada cultura. O nosso
jeitinho brasileiro, por exemplo – sinônimo de licença à corrupção e ao
desrespeito às leis –, impregna historicamente práticas antiéticas consolidadas
em todas as esferas da vida: pessoal, profissional e social.

Na tentativa de
promover a formação e desenvolvimento de competências técnicas do servidor,
procurar-se-à nesta seção abordar a questão da ética profissional no
atendimento.

Assim, ética
profissional pode ser definida como a responsabilidade que o homem assume de
respeitar os seus semelhantes, no desempenho da profissão que exerce. Esse
compromisso decorre do amadurecimento que envolve a pessoa humana, processando
seu caminho ao encontro de determinada meta. Deve-se fazer presente na
predisposição do profissional, para que se exteriorize nas ações do trabalho
que empreende, nas suas conseqüências, na pessoa e na sociedade.

A ética interessa a
todo campo de relacionamento humano, pois ajuda o indivíduo na autoformação da
conduta orientando-o no que é certo ou não fazer.

Todas as profissões
têm sua ética específica. Na verdade, toda ação humana de conseqüência social,
compreende normas de comportamento apontando o que é lícito e o que não é
lícito fazer.




8.1 Vejamos algumas
características da ética no atendimento:


<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Evitar fazer
promessas que não pode cumprir; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Cumprir o que prometer; 

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Senso de justiça e
igualdade;

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Fazer prevalecer à
vontade do cliente (sempre que possível);

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Evitar comentários
fora do interesse do cliente.

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Evitar a
supervalorização do seu trabalho em detrimento da subestimação do trabalho do
outro;

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Não ridicularizar os colegas;

<!--[if !supportLists]-->·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<!--[endif]-->Cooperar ao invés de
competir.

Levando-se em conta o
que foi observado, o sucesso na conquista do cliente será determinado pelo
conjunto de atitudes éticas estabelecidas por quem atende ao público. Esse
sucesso só ocorre quando há comprometimento com o que se faz, tendo prazer ao
lidar com pessoas e percebendo que pode ajudá-las de alguma forma.

&nbsp;&nbsp;



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