O profissional de secretariado executivo como protagonista na proposição e gestão de projetos

Dada à crescente demanda de atividades exercidas pelo(a) Secretário(a) Executivo(a), atuante como cogestor de seus assessorados no atual cenário corporativo, é natural que muitos profissionais da área absorvam funções de cunho gerencial, dentre as quais cita-se a gestão de projetos. Para tal, é necessário que o Secretário(a) Executivo(a), além de outras capacidades, desenvolva e mobilize competências intraempreendedoras. Diante desse contexto, a presente pesquisa tem como objetivo verificar quais fatores levam profissionais de secretariado executivo a propor um projeto e, como consequência, tornarem-se responsáveis pela sua gestão na empresa em que atuam. Para contemplar tal estudo, como metodologia, foram empreendidas pesquisas bibliográficas, bem como coleta de dados a partir de entrevistas realizadas com profissionais da área secretarial que idealizaram e geriram projetos em suas organizações. Como resultado, verificou-se que os fatores motivacionais, ou seja, os fatores intrínsecos têm uma maior preponderância em relação aos fatores higiênicos (extrínsecos). Ademais, constatou-se que as competências necessárias à atuação secretarial são compatíveis com o perfil de um gestor de projetos. ABSTRACT Given the increasing demand of activities performed by the Executive Secretary, who is working as co-manager of your advisors in the corporate setting, it is notorious that many professionals in the area develop managerial functions, which project management can be mentioned. For this purpose, it is necessary that the Executive Secretary, in addition to other capabilities, develop and mobilize intrapreneurial competencies. In this context, this research aims to verify which factors lead secretarial professionals to proposing and managing a project and, as a result, become responsible for management in the company where they work. To behold this research, as methodology, it was applied bibliographic research, as well as data collection from interviews conducted with secretarial professionals who conceived and managed projects in your organizations. As a result, motivational factors (intrinsic factors) have a greater predominance in relation to hygienic factors (extrinsic). Furthermore, the necessary competencies required for the secretarial work are compatible with the profile of a project manager.

Leveraging a multidisciplinary oversight committee to ensure USP <797> and <800> compliance at a Veterans Affairs health system

Disclaimer In an effort to expedite the publication of articles, AJHP is posting manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time. Purpose Producing compounded sterile preparations (CSP) of the highest quality and ensuring safe hazardous drug handling are well-established priorities for pharmacy departments. Maintaining compliance with United States Pharmacopeia general chapters 797 and 800 (USP &lt;797&gt; and &lt;800&gt;) must also be a priority for health-system leadership. This report describes how a pharmacy-driven multidisciplinary committee was created to provide USP &lt;797&gt; and &lt;800&gt; oversight within a multicampus Veterans Affairs health system and the facility and safety outcomes achieved. Summary The Veterans Health Administration required facilities to establish an oversight committee to ensure USP-compliant CSP procedures and the safe handling of hazardous drugs in all aspects of the medication-use process. Spearheaded by the pharmacy department, the VA Palo Alto Health Care System (VAPAHCS) chartered the CSP Advisory Committee to achieve this goal. The membership was composed of department heads in the areas of pharmacy, nursing, environmental management services, engineering, facility planning, safety, industrial hygiene, employee health, supply chain services, infection control, and quality management and the health system’s director’s office. The medication safety officer served as the executive secretary for the advisory committee and was responsible for agenda development, minutes, and coordinating timely follow-ups on action items; the VAPAHCS deputy director served as chair. Monthly meetings were conducted to receive updates on targeted sterile compounding and hazardous drug handling objectives: environmental controls and monitoring, compliance with regulatory requirements, staff competency, hazardous drug exposure event analyses, and development of well-defined health-system policy to guide practice. Conclusion Taking a multidisciplinary approach to USP &lt;797&gt; and &lt;800&gt; compliance facilitated communications, created engagement, and ensured completion of action plans.

LA PERSPECTIVA DE GÉNERO Y LA EDUCACIÓN DE LOS PROFESIONALES. CASO CARRERA DE SECRETARIADO EJECUTIVO

The main problem that is manifested in this research is the evidence that even in the fields of professional development of individuals, the thought is maintained that some careers and work functions should only be developed by women and others are exclusively for men. These stereotypes have been expressed in a general way in professions such as the executive secretary, which has been a manifestation of the gender inequality that still prevails. This study had a qualitative approach, considering as historical-logical methods that allowed us to understand the dynamics of the conception of the career of Executive Secretariat in its historical evolution; the documentary-bibliographic, for the compilation of previous investigations; analysis and synthesis throughout the investigative and inductive-deductive process, to analyze in detail the general elements through the determination of the analysis indicators. The professionals of the ULEAM Executive Secretariat Career, from the cohorts (1975-1979; 2019 (1) and 2019 (2) are taken as an empirical reference. The results of the current behavior of this profession do not show greater evolution in Regarding gender equality, since the number of graduates is still very small in relation to the number of graduates; and in general, 100% of the interviewees highlighted that they have felt uncomfortable in the processes of insertion and job performance, due to gender stereotypes assigned to this profession .

Afetividade e alteridade na relação educador-educando: conversa com alunos de Secretariado Executivo

Este artigo tem como objetivo discutir as implicações da afetividade e da alteridade na relação educador-educando para a aprendizagem, na percepção de discentes de Secretariado Executivo, fundamentados na ética da alteridade radical e do educador áltero. Recorremos à pesquisa qualitativa, a partir da técnica de entrevista grupal denominada “roda de conversa”. Concluímos que os discentes percebem manifestações da ética levinasiana na relação com os docentes, os quais atuam como educadores álteros e possibilitam resultados satisfatórios para a aprendizagem. Percebemos que ainda há um caminho a ser trilhado por alguns professores em direção a uma atuação afetiva e de alteridade que possibilite a valorização do educando em primeiro lugar na relação como o educador. Palavras-chave: Relação educador-educando; Afetividade e alteridade; Secretariado Executivo. ABSTRACT This article aims to discussthe affectivity and alterity implications in the educator-student relationship for apprenticeship, in the perception of students of the Executive Secretary, based on the radical alterity and the alterus educator ethics. We resorted to qualitative research, from the technique of group interview denominated “circle conversation”. Concluded that students perceive manifestations of the levinasian ethics in the relationship with teachers, which act as alterus educators and enable satisfactory results for apprenticeship. There's still a way to be followed by some teachers towards an affective acting and alterity acting that enables the appreciation of the relationship with the student in first place. Keywords: Relationship educator-student; Affectivity and alterity; Executive Secretary.

School Libraries Online: Exploring Issues and Developments Through the IASL Web Site

In Internet terms, the origins of the Web site of the International Association of School Librarianship are shrouded in the mists of antiquity. Way back at the beginning of 1995, I established IASL-LINK as an Internet listserv for the Association. Dr Jean Lowrie, a founder of IASL and then retiring as Executive Secretary, wanted a home page for IASL. I, too, thought we should have a home page and probably a full Web site. Others doubted that the Association had the resources to do this - or even that it should be done at all. Those of you who know Jean will know that she is persistent, and in this case she focused that persistence on me. I felt that establishing a Web site was a job for a bright young member of the Association, and so I kept hoping that "someone else" would do it. In the end, I lost patience just at the time Jean became very persistent. In November 1995 I created a home page for IASL, with eleven supporting pages, just to prove that it could be done. Thus it was that I found I was the Webmaster.

Competences of the Executive Secretariat in project management

This study aimed to analyze the perception of the project manager regarding the Executive Secretary’s contribution in project management. The pursuit of competitive advantage has led organizations to be concerned with project management and the communication difficulties and a lack of leadership during the process are cited among the reasons that compromise project success. In order to relate the powers of the Executive Secretary with the competences of the project team, was used the Brazilian Curriculum Guidelines of the Executive Secretariat Course and the skill set proposed by the International Project Management Association, for the construction of a theoretical model, which was analyzed by structural equation modeling. The results showed that the Executive Secretary is a contributive member of the project management team who enables efficient management of projects. With this result, we found that project managers may seek Executive Secretariat support to achieve project success.