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ResumoAs transformações nos modelos de administração envolvem alterações nas práticas objetivas e no comportamento dos trabalhadores nas organizações. A implementação de mudanças gerenciais deve considerar as motivações e o comportamento dos trabalhadores submetidos a essas transformações. As motivações podem ser conhecidas pela identificação e análise das âncoras de carreira. Envolvido desde 2004 na implementação de práticas de administração gerencial, o Tribunal de Contas da União (TCU) vem enfrentando dificuldades para substituir o modelo burocrático, constituído ao longo da historia do funcionalismo federal brasileiro.O objetivo desta pesquisa é identificar as âncoras de carreira dos servidores do TCU, visando contribuir para o entendimento dos fatores impeditivos da implementação do modelo gerencial. Os resultados indicam não apenas incompatibilidades entre as principais âncoras de carreira desses servidores e aquelas exigidas (teoricamente) pelo referido modelo, mas também que o sistema atual de recompensas do TCU gera nos servidores maior resistência às alterações preconizadas por esse modelo.Palavras-chave: âncora de carreira; sistemas de recompensas; modelo de administração gerencial. Abstract Administration model transformations involve alterations of the practices lenses and of workers' behaviors in organizations.The implementation of managerial changes should consider the motivations and behaviors of the workers. The motivations can be recognized through the identification and analysis of career anchors. The Brazilian Court of Audit, which has been involved since 2004 in the implementation of managerial administration, is finding it difficult to substitute the bureaucratic model, constituted throughout the history of Brazilian federal functionalism. The research objective is to identify the career anchors of the TCU workers, to contribute with the understanding of the problems involved in implementing the managerial model. The study identifies the anchors of the TCU workers. The results indicate incompatibilities between the main career anchors of the workers and the demand, theoretically, for the managerial model; additionally, the current system of TCU rewards helps to harden the workers' resistance to the changes extolled by the managerial model.

In the field of organizational management, the term "compliance" designates the set of actions to mitigate risk and prevent corruption. Programs are composed by formal control systems, codes of ethics, educational actions, ombudsmen, and reporting channels--to mention the most recurrent, which vary according to the sector, the institutional culture, and the strategy. Leadership has a fundamental role in the process of compliance, not only due to its power to implement it, but precisely because it exercises this power, in itself, the object of reflections on ethics. The goal of this research was to evaluate the susceptibility of leaders to the risk of breaching organizational rules that involve ethical aspects. For quantitative investigation, we used social and descriptive statistical analysis of secondary data provided by ICTS Global, a company specialized in risk reduction. The study analyzed deals with non-probabilistic sampling by convenience, carried out between the years 2004 and 2008 with employees and candidates of 74 private companies located in Brazil. The final number of individuals studied is 7,267. The indicators analyzed are contained in the index of moral perception of comprehension of individual vision of the concerning hypotheses of ethical conflicts. According to the information obtained in the investigation, leaders are more willing to fail to comply. Paradoxically, the data also show that leaders are more loyal to organizations, raising the hypothesis that the bent toward moral integrity and loyalty to the organization are not necessarily simultaneous behaviors (it is possible that, motivated by loyalty, a leader might break away from individual principles). Based on the data and on bibliographic references, our final considerations point to the importance of considering systems from which leadership is recruited, compensated, promoted, developed, etc., in the prevention of corruption. Our data do not show that leaders are more corrupt, but that they have a greater disposition towards relaxing principles in professional circumstances.

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ResumoA criatividade, caracteristica da for9a de trabalho, e a inova9ao, resultado da criatividade na forma de mercadoria, sao imprescindiveis para a acu-mul~ao capitalista. Acriatividade eimaterial, nao mensunlvel em termos de trocas relativas, enquanto a inova9ao assume a forma de processos ou produtos. As organiz~oes, diante da necessidade de apropri~ao da criatividade, desenvolvem controles intensos, nas intermimlveis rela90es de poder e contra-poder. Este artigo discute criatividade e inova9ao nas organiza90es como foco privilegiado do controle sobre a for9a de trabalho. Pretendendo ser um ensaio te6rico, a metodologia consistiu na revisao da literatura marxista e na critica de parte da bibliografia voltadapara 0 management, segundo a qual autonornia e liberdade sao bases para a criatividade. As considera-90es finais apontam que, enquanto aumenta a taxa de inov~ao, sao ampliados a SUbSUll9ao do capital sobre 0 trabalho, a aliena9ao dos ditos "executivos" e 0 acirramento da etica individualista.Palavras-chave: Criatividade; inova9ao; management; Marx; critica. AbstractCreativity, characteristic ofthe workforce, and innovation, result ofthe creativity in the form ofgoods, are essential for the capitalist accumulation. Creativity is immaterial, not measurable in terms ofrelative trades, while innovation assumes the form ofprocesses and products. Organizations, in face of the need to appropriate the creativity, develop intensive controls in the endless relations ofpower and counter-power. TIris work aims to examine the creativity and innovation in the organizations as the focus ofcontrol overthe workforce.