Search results for: 'comunicación'
Leroy Merlin España (LME): La apuesta estratégica de … CO1-270
In 2008, a leader in home improvement and decoration Leroy Merlin began a strategic approach to communication intended to reflect the transformation taking place in its business model to transition from the traditional brick and mortar retail model to an omnichannel model. This communication strategy allowed individual stores to not only continue with the company's strongest traditions but also give them a key role in identifying and developing projects while acting as leaders and spokespersons for the organization. At the heart of this approach is the idea that success or failure of a strategy ultimately lies in the people who will carry them out.Academic Area:Organisational Behaviour
Hadi, la palanca de la transformación de la nueva Ce … CO1-269
This case describes the implementation of Hadi Project in Cepsa until 2015. It goes into details about how it changed the landscape for the workforce at the company and deeply changed their culture. The generational changes with the irruption of millennials into the workforce is described managed with this project, with eyes also placed in the future and how this will affect the way the company works.
The case ends with the challenges ahead at that point, and particularly targets the communications department and how its contribution could be able to support the further implementation of the project in other countries and even within the industrial facilities.Academic Area:Organisational Behaviour
Near-Shore it shared service center CO1-256
This case aims to work on the key factors to take into account when it comes to involving a business unit or group of employees in an organizational development initiative.
The case can be used for all types of postgraduate programs or in-company programs. It falls into the category of organizational behaviour, and particularly the sub-category of work team management and leadership.
The ideal audience would comprise professionals with a certain amount of experience and with employees reporting to them.Academic Area:Organisational Behaviour
Del liderazgo de equipos al liderazgo personal CO2-312
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
Tomás Gamboa en Alimentaria S.A. (A) CO1-101
Alimentaria S.A. goes through the fusion of two of its business units: Fructosa and Selecta. They are very different from one another, with different ways of doing business but with one problem in common: lack of leadership closeness of the bosses. What can the HR Director do to solve this issue?Academic Area:Organisational Behaviour
La comunicación interpersonal CO1-254
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