Reciclaje

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  • Publicado : 9 de diciembre de 2010
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1- Sugerencias para llenar las lagunas de los equipos (6):
* Look for people whose intelectual perspectives complements-but don’t duplícate-your own preferred styles and skills and those of your group.
* Look for a balance of expertise and personal characteristic (such as initiative, ability to get along with others, etc.) in each new hire.
* Look for people who can work acrossfunctional boundaries.
* When you specify hiring criteria, put a premium on finding the skills that the group currently lacks. Don’t simply list a standard set of the skills.
* Explore nontraditional hiring channels-that is, channels other than those used by your company’s human resources deparment.
* Consider adding a customer or outside professional to the group. Either will bring amuch different perpestive. Xerox engineer, for example brought in anthropologist to help them desing more user-friendly copiers.
2- Sugerencias para mejorar el entorno físico (6):
* Conversations and spontaneous meeting often occur in publica reas: mailrooms, kitchens, and around water coolers. So make these spaces into comfortable gathering places where people will linger and shareideas.
* Place beanbag chairs in alcoves to create casual meeting areas.
* Place whiteboards and flits charts in places where people naturally congregate. This will allow them to sketch out their ideas during spontaneous discussions.
* Spread crayons and white paper on conference and lunch room tables to encourage doodling and idea diagramming-two modes of thought that are verydifferent from verbal discussion.
* Institute a weekly brown bag lunch at wich people take turns telling their coworkers about their ideas and soliciting feeback.
* Give teams “war rooms” in which they can meet, plan, post information, and display competing products.
3- Sugerencias para cambiar la cultura organizacional (4):
1- Leaders are respected, credible, and effective.
2-People are dissatisfied with the status quo and feel personally motivated to change.
3- The organizationis nonhierarchical.
4- People are accustomed to and value collaborative work.
4- Sugerencias para la alta administración (4):
* Keep friends and yes-men off board. You need unvarnished advice as you consider investing in innovative ideas.
* Surround yourself with people whohave complementary skills and different approaches to analyzing issue and making decisions. Listen to their suggestions and arguments, even if you disagree. These other voices can help you to avoid walking off a cliff.
* Learn when to cut your losses. To win any game, you must participate. But don’t play every gamed to the end. Recognize when you’re pouring resources down a dry hole, andhave the fortitude to bail out when you do.
* Always double-check your assumptions. What looks rosy can be a disaster if those assumptions are not realistic.

La Economía del conocimiento o Economía Basada en Conocimiento (EBC) se
Caracteriza por utilizar el conocimiento como elemento fundamental para generar valor
y riqueza por medio de su transformación a información. En las últimasdécadas, la
inversión en capital intangible ha crecido considerablemente incluso en mayor medida
que el capital tangible) maquinaria, materias primas, etc). En realidad, la Economía del
Conocimiento no genera valor y riqueza por medio de su transformación en información; sino que crea VALOR AÑADIDO en los productos y servicios en cuyo proceso de creación o transformación participa. Elconocimiento es mucho mas que mera información. La información son datos procesados con una utilidad general, mientras que el conocimiento significa formas, métodos y maneras de abordar y resolver problemas; significa entre otras muchas cosas, "Know-how", "Know Who" o herramientas o medios de producción para producir a su vez, o más conocimiento o productos y servicios con un valor añadido, útil y...
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