{"id":88137,"date":"2020-03-05T06:50:08","date_gmt":"2020-03-05T06:50:08","guid":{"rendered":"https:\/\/raed.academy\/?p=88137"},"modified":"2020-03-05T12:27:20","modified_gmt":"2020-03-05T12:27:20","slug":"les-fortaleses-del-nou-gestor-oriol-amat","status":"publish","type":"post","link":"https:\/\/raed.academy\/ca\/les-fortaleses-del-nou-gestor-oriol-amat\/","title":{"rendered":"Les fortaleses del nou gestor"},"content":{"rendered":"

Oriol Amat reflexiona sobre lideratge a un article publicat per ‘L’Econ\u00f2mic’<\/h2>\n

Oriol Amat<\/strong><\/a>, deg\u00e0 de la Barcelona School of Management<\/strong><\/a> de la Universitat Pompeu Fabra<\/strong><\/a>, expresident, vicepresident i fundador de l’Associaci\u00f3 Catalana de Comptabilitat i Direcci\u00f3<\/strong><\/a> i acad\u00e8mic de n\u00famero de la Reial Acad\u00e8mia Europea de Doctors-Barcelona 1914<\/strong> (RAED), reflexiona sobre la gesti\u00f3 i el lideratge en l’empresa a l’article “Qu\u00e8 s’espera de les persones que lideren?”<\/strong>, publicat per “L’Econ\u00f2mic”<\/strong>, el suplement d’economia del diari “El Punt Avui”<\/strong>, en la seva edici\u00f3 de diumenge passat, 9 de febrer.<\/p>\n

Per a l’acad\u00e8mic, els objectius cl\u00e0ssics de creixement i benefici han mutat al llarg dels \u00faltims anys cap a conceptes com la sostenibilitat i l’empatia amb treballadors i clients, en un canvi que podria definir-se com a conjuntural i que han de tenir molt en compte tant els propis gestors com els \u00f2rgans de govern de l’empresa o les juntes d’accionistes.<\/p>\n

\"Oriol

Oriol Amat<\/p><\/div>\n

“Fins fa poc, els l\u00edders d’\u00e8xit eren persones que aconseguien que les seves organitzacions assolissin els seus objectius, que, normalment, eren de creixement. En el cas d’empreses, per exemple, es tractava d’augmentar els beneficis i el valor de les accions. En el cas d’una organitzaci\u00f3 no lucrativa, el creixement era de socis. I en els governants seria ocupar el c\u00e0rrec durant molts anys. I gaireb\u00e9 sempre, els objectius justificaven els mitjans. Es mirava cap a una altra banda si per assolir els objectius es perjudicava greument als empleats, o es portaven a terme pr\u00e0ctiques poc \u00e8tiques, o fins i tot il\u00b7legals, com perjudicar el medi ambient o subornar o maltractar persones. Per sort, aix\u00f2 est\u00e0 canviant. Dia a dia guanyen pes els objectius de benestar global. L’objectiu de creixement s’est\u00e0 substituint pel desig de millorar la sostenibilitat de la planeta, els territoris, les organitzacions i les persones. Per aix\u00f2, dels l\u00edders avui ja esperem contribucions diferents”, considera Amat.<\/p>\n

Amat explica que, en el cam\u00ed cap a la sostenibilitat, per valorar a un bon gestor ara es valora si ha contribu\u00eft a l’objectiu de contenir el canvi clim\u00e0tic, a la descarbonitzaci\u00f3 o la reducci\u00f3 del consum de pl\u00e0stic, per exemple. Pel que fa a l’impacte a les organitzacions, es tracta de veure qu\u00e8 ha aconseguit en relaci\u00f3 amb clients, prove\u00efdors i d’altres parts relacionades. I tamb\u00e9 \u00e9s rellevant com s’han aconseguit els objectius. I en relaci\u00f3 amb les persones, cal veure si el l\u00edder ha posat el seu granet de sorra per millorar la seva vida. Per exemple, si ha contribu\u00eft que els empleats tinguin una feina de qualitat que els ajudi a viure la vida que somien i al fet que siguin millors persones.<\/p>\n

“Liderar no \u00e9s f\u00e0cil. Pocs l\u00edders acaben el seu mandat amb el mateix prestigi que quan el van comen\u00e7ar. Per valorar l’obra d’un l\u00edder no hem de mirar nom\u00e9s quants beneficis ha aconseguit o quants anys ha estat al c\u00e0rrec. Molts ho fan destrossant la sostenibilitat i arru\u00efnant la vida dels seus empleats, prove\u00efdors o adversaris pol\u00edtics. Nelson Mandela<\/strong> deia que els veritables l\u00edders han d’estar disposats a sacrificar-ho tot per la seva gent. Per aix\u00f2, d’un l\u00edder cal preguntar-se quina ha estat la seva contribuci\u00f3 a un m\u00f3n millor i qu\u00e8 ha fet per tal que les persones aprenguin, creixin i visquin una vida amb m\u00e9s sentit”, conclou l’expert.<\/p>\n","protected":false},"excerpt":{"rendered":"

Oriol Amat reflexiona sobre lideratge a un article publicat per ‘L’Econ\u00f2mic’ Oriol Amat, deg\u00e0 de la Barcelona School of Management de la Universitat Pompeu Fabra, expresident, vicepresident i fundador de l’Associaci\u00f3 Catalana de Comptabilitat i Direcci\u00f3 i acad\u00e8mic de n\u00famero de la Reial Acad\u00e8mia Europea de Doctors-Barcelona 1914 (RAED), reflexiona sobre la gesti\u00f3 i el […]<\/p>\n","protected":false},"author":12,"featured_media":88064,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[233],"tags":[],"class_list":["post-88137","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-economiques-i-empresarials","et-has-post-format-content","et_post_format-et-post-format-standard"],"yoast_head":"\nLes fortaleses del nou gestor - Reial Acad\u00e8mia Europea de Doctors<\/title>\n<meta name=\"description\" content=\"Oriol Amat reflexiona sobre lideratge a un article publicat per 'L'Econ\u00f2mic'\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/raed.academy\/ca\/les-fortaleses-del-nou-gestor-oriol-amat\/\" \/>\n<meta property=\"og:locale\" content=\"ca_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Les fortaleses del nou gestor - 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