Organisational Behaviour

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  1. Tomás Gamboa en Alimentaria S.A. (D) CO1-101-D

    Here it is described how the coaching and leadership program has made a decisive contribution to accelerating the transformation of the organizational culture. It highlights how in five years they have been able to reduce the personnel to 50% and positively changed the working environment.

    Academic Area:
    Organisational Behaviour
  2. Tomás Gamboa en Alimentaria S.A. (B) CO1-101-B

    The implementation of a coaching program along with a 360º feedback process with the general manager of the company achieved having all the employees in the same route and boarding the train of change.

    Academic Area:
    Organisational Behaviour
  3. Tomás Gamboa en Alimentaria S.A. (C) CO1-101-C

    Here we can see how the 360º feedback questionnaire was created, which were the processes, what values were highlighted and what should be reduced. Once the questionnaire was created and delivered to the board to reproduce it for the rest of the company, they were able to gradually create the ideal manager profile. Then they created a relationship between coach and coachee that allowed the employee to grow within the company and create the feeling of wellbeing within Alimentaria S.L.

    Academic Area:
    Organisational Behaviour
  4. 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
  5. 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
  6. 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
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