Search results for: 'comunicación'
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
Diseño de organizaciones DE2-110-M
Organizational Design is an interactive tutorial which introduces organizations and their structure based on Jay R. Galbraith's five star model. An interactive concept map explains the manager's task of designing the organization's structure. Different animations and interactive concepts help the student to assimilate theoretical ideas.
A global overview compares the different organizational forms their traits pros and cons.Academic Area:Strategy
Estrategia de comunicación de IKEA MK1-132-M
This case tells the story of IKEA and its communication strategy from its arrival in Spain in 1996 to the year 2004. The case details the history of the company and provides examples of different campaigns from around the world.
Students can study the different marketing campaigns with their desired objectives and the outcomes that the company wished to achieve in the different stages. TV commercials outdoor print and catalogue examples provide background for the analysis. As a conclusion students are asked to consider four alternate campaigns for the future and select the one they feel is most suitable.Academic Area:Marketing
Galletas Fontaneda & United Biscuits RH1-120-M
This interactive multimedia case describes the crisis that surrounded the sale of the Galletas Fontaneda biscuit factory in 2002. United Biscuit's announcement to sell the factory was the beginning of a seven month conflict that would affect the employees its managers and residents of the town of Aguilar de Campoo.
The case is based around an interactive timeline which allows students to consider the main events of the crisis in detail. For each of the milestones interviews with the president of United Biscuits the head of the worker's council and the mayor of Aguilar de Campoo provide analysis.Academic Area:Human Resources | Negotiation
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
PERI España (A) RH1-013-A
Rafael Felices Huarte, general manager of PERI Spain, had to make some big decisions but was facing many challenges. The company was growing and had undergone a strategy change. He needed to fill the new positions but the construction managers were hard to find. He also needed to ensure that the values of the organization, its high quality standards and low accident rates would be maintained during the rapid expansion. In order to help readers understand what was at stake, the case tells the history of the company, emphasizing its success as a world leader in the development of new products in its field and explaining how it has managed to keep its accident rate so low compared to the industry’s average due to its strict policies and training. Because of the job security offered by PERI, the case explains how it has also managed to achieve low rates of voluntary staff turnover. The case then delves into the culture at PERI Spain which is characterized by its values of self-discipline, responsibility, communication and learning and also into the company’s structure and organization. It explains how two new divisions (civil engineering and industrial scaffolding) were created to change the company’s strategy and brings up one of the greatest challenges involved in the strategy change: recruiting new foremen. At the end of the case, Felices Huarte ponders the future. There had been a recent wave of accidents at other construction companies, so he was wondering if accidents at PERI would increase if the workforce were to increase. He also had to decide what strategy to follow to fill foremen vacancies. Should they promote employees internally who were unfamiliar with the work of the two new divisions or recruit from the outside job market and face the challenge of maintaining the organization’s culture? In addition, he reflected on the pressing need to hire construction workers and whether they should be employed directly or subcontracted.
The case wraps up by asking readers what they think Felices Huarte should do.Academic Area:Human Resources
PERI España (B) RH1-013-B
This case features an interview with Rafael Felices Huarte, the general manager of PERI Spain. First, Felices Huarte explains how the trust that management has in its employees has led to PERI’s extremely positive results, low turnover rate and low number of occupational accident rates. He also emphasizes that they focus on the best solution for the customer, not the lowest cost. The employees are highly motivated and an important part of the company’s growth. He also delves into the company’s values of self-discipline, responsibility, communication and learning. Next, he describes the company’s new diversification strategy of extending the range of services with the aim of earning a high market share. In order to carry out this strategy change, the company needed to hire construction foremen, which was a challenge due to difficulties in obtaining qualified personnel for on-site work. The company faced this challenge by setting up a professional training program which required the support of the director of logistics and civil engineering. Felices Huarte explains how he is not worried about hiring new staff endangering the company’s culture due to adaptation processes they have in place, other departments which influence conduct and leisure activities that help new staff to embrace the company’s culture. He wraps up the interview by talking about corporate social responsibility at the company and explains how basic principles such as rigorous administrative management of all staff on site (social security, medical check-ups, payroll, etc.), training courses on the tasks to be carried out, and strict compliance with occupational risk-prevention measures ensure they are able to survive in the long term.Academic Area:Human Resources
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