Tendencias

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UNIVERSIDAD AUTONOMA DE CHIAPAS

FACULTAD DE CONTADURIA PUBLICA

CAMPUS IV

Apuntes de la Unidad Académica:

TENDENCIAS ACTUALES DE LA ADMINISTRACION

8º Semestre grupo “C”

Turno Matutino

Plan de Estudios 2005

Licenciatura en Contaduría Pública

Mtro. David Ristori Cueto

Agosto – Diciembre de 2009

Indice:

Página

I. Mentoring

II. Coaching

III.Empowerment

IV. Benchmarking

V. Reingenieria

VI. Alianzas estrategicas

VII. Planeación estratégica

VIII. Adminstración de la Calidad total

IX. Análisis de cadena de valor

X. Outsourcing

XI. El Know-How

XII. Administración por Objetivos

TKJ

XIV. CLUSTERS

XV. Layout

XVI. Franquicias

BIBLIOGRAFIA

|Técnicas administrativas|
|I. Mentoring |VII. Planeación estratégica |
|II. Coaching |VIII. Administración de la Calidad total |
|III. Empowerment|IX. Análisis de cadena de valor |
|IV. Benchmarking |X. Outsourcing |
|V. Reingeniería |XI. El Know-How |
|VI. Alianzas estratégicas|XII. Administración por Objetivos |
| |TKJ |

I. Mentoring

Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Protégés observe, question, and explore. Mentorsdemonstrate, explain and model. The following assumptions form the foundation for a solid mentoring program.
• Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, profiding experiences, modeling and advising.
• Both failure and success are powerful teachers. Mentors, asleaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, ie., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities.
• Leader need to tell their stories. Personal scenarios, anedcotesand case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders."
• Development matures over time. Mentoring -- when it works -- taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis ofongoing event, experiences, observation, studies, and thoughtful analyses.
• Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protégé, and their respective line managers arealigned.

MENTORING. EL VALOR DE UNA FILOSOFÍA

Autor: Bek Ramírez Cervera

Resumen: El artículo propone un esquema en el que la filosofía empresarial, sienta directamente las bases del mentoring actual. Así mismo correlaciona las definiciones de filosofía empresarial y las vincula a una serie de ejemplos claros y determinantes.

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