Parte C

MOST PREVIOUS STUDIES of industry-university collaboration have framed the analysis of such partnerships in terms of research project outcomes, defined here as a result that creates an opportunity for a company, such as guidance for the direction of technology development. From a business standpoint, however, research outcome is of only incidental importance. What matters is not outcome but impact — how the new knowledge derived from a collaboration with a university can contribute to a company’s performance. Are new products made possible? New and more effective manufacturing processes? Novel kinds of computer hardware or software that enable greater logistical efficiencies? Patentable materials, designs or processes that enhance competitive advantage?

Managers see working with academia as beneficial only to the extent that it advances the company toward its goals. The focus of our research, therefore, was on the impact of the collaboration on company products, processes or people, as evaluated both by the direct industry managers of university projects and by senior technical personnel with a view across projects. While constructing industry-university agreements is an important, and often lengthy, precursor to the collaboration, this article is concerned with specifically how those collaborations can best be carried out once the agreements are in place. In particular, we sought to determine, in a measurable way, “best practices” for the selection process — the management and the development of relationships that enable a company to capitalize on a research partnership with a university.

http://www.onlinewbc.org/Docs/manage/leading.html

C.- Estrategias de lectura:

Prediccion: (busca un articulo que tenga una imagen que te ayude a predecir)
  por la foto pareciera que hablaran de arquitectura o algo por el estilo.

pero en realidad el texto habla sobre los convenios que existen entre las universidades y las empresas, los estudios e investigaciones que hacen.

Skimming:

• Palabras claves:

industry-university / 

company/

project/

creates/

guidance/

impact/

matters

• Palabras que se repiten:

·         collaboration/

Managers/

university/

projects/

development/company/

• Scanning: (Preguntas puntuales sobre fechas, sitios, etc) (utiliza una biografia referente a algun autor de tu area de experticia))

• Marcadores de definicion:
• Marcadores de tiempo:
• Marcadores de secuencia

Henri Fayol (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration^[1] also known as Fayolism. He was one of the most influential contributors to modern concepts of management.

fayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent of works to build a bridge over the Golden Horn^[1] (Galata Bridge). They returned to France in 1847. Fayol studied at the mining school "École Nationale Supérieure des Mines" in Saint-Étienne.

When 19 years old he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville" in Commentry. He became director in 1888, when the mine company employed over 1,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.^[1]

In 1916 he published his experience in the book "Administration Industrielle et Générale", only a few years after Frederick Winslow Taylor had published his theory of Scientific Management.

The verb manage comes from the Italian maneggiare (to handle — especially tools), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.^[1]

Some definitions of management are:

• Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.

• Directors and managers who have the power and responsibility to make decisions to manage an enterprise. As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. In large firms the board of directors formulates the policy which is implemented by the chief executive officer.

Parte B

Influence Of The Responsive Manager

Contrast this with the limited influence of the UNresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.
http://work911.com/articles/responsle.htm


B. Estructura de la oracion: (3 ejemplos) (Selecciona uno o dos parrafos de u articulo relacionado a tu area de experticia)

1. Frase nominal

Contrast this with the limited influence of the UNresponsive manager.

Unresponsive managers tend

a motivational component

1. Nucleo de la frase nominal
2. Frase verbal 

he unresponsive manager is restricted in influence

They also tend to be perceived 

Influence is more limited to the use of power coming from the formal position

Parte A

Influence Of The Responsive Manager

he responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviours that show concern, respect and trust.
Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed.

Buscar Palabras que no conocen tends/tend/ verbo intransitivo (have tendency, be inclined) tender(conj.⇒); reliable /rɪ'laɪəbəl/ adjetivo ‹information/source› fidedigno; ‹witness› fiable, confiable (esp AmL) allow /ə'laʊ/ verbo transitiv (permit) permitir; far1 /fɑ:r / || /fɑ:(r)/ adverbio (comp further or farther; superl furthest or farthest) Tiempo Verbal del Texto el tiempo verbal del texto es presente simple their staff do their jobs Idea Principal del Texto la capacidad de respuesta del lider. Palabra de Contenido he responsive manager tends to succeed by building bonds of respect  manager/ building Verbo work go Palabra de Función a to Adjetivo that this those Adverbio diligently positively Articulo a the Preposiciones above in conjunción and that because cognados verdaderos respect organization cognados falsos show behaviours sufijos inter-dependence furthe prefijos useful helpful

Tarea Unidad 4 II Parte

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.”[1] His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.[2] His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning.[3] In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.[4]
In 1943, Drucker became a naturalized citizen of the United States. He taught at Bennington College from 1942-1949, then at New York University as a Professor of Management from 1950 to 1971. Drucker came to California in 1971, where he developed one of the country's first executive MBA programs for working professionals at Claremont Graduate University (then known as Claremont Graduate School). From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University. The university's management school was named the "Peter F. Drucker Graduate School of Management" (later known as the "Peter F. Drucker and Masatoshi Ito Graduate School of Management") in his honor in 1987. He taught his last class at the school in 2002 at age 92.
http://en.wikipedia.org/wiki/Peter_Drucker

• Marcadores de Tiempo

• Tipo de texto
Narracion, secuencia de tiempo
• Idea general del párrafo
habla sobre donde nacio peter drucker su obra y parte de su vida

Tarea Unidad 4 I Parte

Management in all business areas and organizational activities are the acts of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Because organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others
Management can also refer to the person or people who perform the act(s) of management.


Preguntas
1.- Lea el texto y extraiga las definiciones
2.- Marcadores de Discurso
3. Tipo de Texto
Definicion, Explicacion

Tarea Unidad 3

Is Decision-Based Evidence Making Necessarily Bad?



By Peter M. Tingling and Michael J. Brydon


June 26, 2010


Many managers think they’ve committed their organizations to evidence-based decision making — but have instead, without realizing it, committed to decision-based evidence making. Is that all bad? What can be done to fix it?




DECISION MAKING is the essence of management, which explains why so much attention continues to be focused on how to do it better. In recent years, much has been written about evidence-based — or fact-based — decision making. The core idea is that decisions supported by hard facts and sound analysis are likely to be better than decisions made on the basis of instinct, folklore or informal anecdotal evidence. One need look no further than the shelves of the local bookstore to see an unprecedented collection of well-written titles extolling the virtues of data and analysis, such as Competing on Analytics (Davenport and Harris), Moneyball (Lewis) and Super Crunchers (Ayres). These books, like decision-making courses in business schools and the prescriptions of management consultants, focus on how to improve decision outcomes through improved process and technique. Many organizations have heeded the call and have invested heavily in data processing infrastructure and analytic tools, based on the assumption that better evidence-based decisions will follow naturally from these investments. While this focus on evidence is a welcome change from “thin slicing” or purely instinctive or intuitive snap judgments, these prescriptions tend to downplay the more fundamental questions: What is the relationship between evidence and the decision process that an organization actually uses? Why is evidence collected in the first place?


Our research and consulting experience suggests that evidence is not as frequent an input to a decision process as suggested by the popular press. For example, we recently studied a major North American financial institution as it considered a proposal to change its enterprise e-mail platform from one technology to another. The organization had conducted two prior reviews of e-mail systems from major vendors and had twice recommended remaining with the existing supplier. However, the head of a small but influential and profitable division of the company advocated switching platforms in order to provide better integration with a specialized tool used only within his division. When asking staff to conduct the third major analysis, a director of the company’s information technology group recommended that the project manager produce a report that would support a change of vendor. A project team member told us, “The executives have already made up their minds…. We are being told that this is the way that we are going, we need to get on board — be team players — and make the decision work out to be [the new choice].”


http://sloanreview.mit.edu/the-magazine/articles/2010/summer/51419/is-decision-based-evidence-making-necessarily-bad/

Preguntas


1.- ¿Cual cree usted que es el tópico que esta a punto de leer?


Primero pense que hablaria de las sillas o las posturas de las personas cuando trabajamos o cuan importante es una buena silla para el mejor desenvolvimiento del empleado.


¿Cuál es la idea general del texto?


Habla cual es importante la toma de decisiones en la gestión y que la misma debe ser tomada basándose en la evidencia, datos concretos y análisis que en vez de tomarla a priori o por instinto, por que la misma no podria ser la mejor decisión para la empresa.


¿Qué Palabras se repiten?

¿Que Palabras se parecen al español?

¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
Is Decision-Based Evidence Making Necessarily Bad?
Many managers think they’ve committed their organizations to evidence-based decision making — but have instead, without realizing it, committed to decision-based evidence making. Is that all bad? What can be done to fix it?
¿De qué trata el texto? Primer Parrafo
De como influye la toma de decisiones en las gestion o en la estabilidad de las empresas empresas. y que existe mucha biografia en donde las empresas se pueden apoyar o asesorar.
Muchas empresas se han tomado en serio la toma de decisiones basado en analisis y estudio lo cual a invertido en el mismo.
Ultimas lineas
se basa en un ejemplo sobre un jefe de division como proprociona la herramienta o decision necesaria que se requiere en ese momento para esa empresa.

Hola a Todos

Bienvenidos a todos mis visitantes, Me llamo Lucrecia Millano soy contadora publica y actualmente curso la Maestria de Gerencia Empresarial en la Universidad Rafael Bellso Chacin, este espacio fue creado para subir todas las actividades realizadas durante la materia ingles instrumental ...