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  1. THE HUMAN RESOURCES STRATEGIC PLANNING AND A NEW MA … RH2-135-I

    This document sets out to describe the new human resources model for professionals working at leading talent-management organizations. With this in mind, we will talk about a new perspective on people management which underlies this model, and about the Human Resources Strategic Planning that arises from it.

    Academic Area:
    Organisational Behaviour | Human Resources
  2. From Team Leadership to Self-Leadership CO2-312-I

    Starting from the idea that “organizations are the people that are in them,” and that managing them correctly determines business success, a number of tools are studied that allow personal skills to be developed, examining motivational, communication and coaching factors. In addition, the figure of the leader and the leader’s influence on work teams is studied, defining the guidelines to be followed to be a good leader and thus achieve a high-performance team.

    Academic Area:
    Organisational Behaviour
  3. Interpersonal Communication CO1-254-I

    The most common forms of communication among managers tend to be the following: either through interpersonal contacts or relationships or through group meetings or negotiations. Both forms of communication use similar techniques, albeit with unique differences.

    Here we combine all these variables: speaking and listening applied to interpersonal relationships and group meetings. In any event, it is understood that everything is absolutely interrelated, despite the fact that, we are differentiating between interpersonal communication (the main focus here) and group communication.

    Academic Area:
    Organisational Behaviour | Negotiation
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