Competências percebidas versus competências esperadas do administrador: um estudo com os discentes de Administração da Universidade Federal de Alagoas – UFAL

Abstract

With the increase in competitiveness in the labor market, both for the performance of companies and for the insertion of new professionals, the knowledge, skills and specific attitudes of each career or professional are increasingly required and analyzed in the execution of their activities. Since companies or any entity are essentially driven by good managers and administrators and the administration course is one of the undergraduate courses with the largest contingent of students in all of Brazil - in addition to a vast theoretical framework related to the theme of competencies, mainly the managers and administrators - this work sought to understand and relate the perceived competences to the competences expected for the administrator, taking into account the perception of students in the Administration course at the Federal University of Alagoas. In view of this, the work sought to bring in a qualitative and quantitative way an analysis of the two perspectives mentioned when the subject is managerial competencies, taking into account the current scenario. Regarding the approach, the research is presented as quali - quantitative. Regarding the objective, it was classified as descriptive based also on bibliographical surveys and documentary research of official documents and audiovisual documentation extracted from social networks and teaching platforms. In the technical procedures, a survey of data and opinions was used through a structured questionnaire applied to undergraduate students in Administration at the Federal University of Alagoas. After analyzing the data, the expected and perceived competences identified were assessed for their relevance, importance and development in the students themselves and in the undergraduate course. Some competencies were: Making decisions and assuming the decision-making process based on the PDCA; Have awareness and broad view of the global and regional context in which it is inserted; Exercise emotional self-control and have behavioral flexibility; Optimize the human, physical, financial and other resources of the organization; Identify opportunities to do business; Have good arguments and be convincing in negotiations and conflict mediation; Plan, allocate and evaluate the quality and progress of the team's work. All 26 competencies gathered were divided into 7 major categories: Leadership and decision making; Self-management of knowledge and skills; Attitudes, values and behaviors; Strategic Management and Planning; Entrepreneurship, innovation and technology; Communication; Networks, People and Teams Management.