Actividad de la tarde


Texto:

Project, process, and vendor management

Once the key implementation initiatives have been identified, marketing managers work to oversee the execution of the marketing plan. Marketing executives may therefore manage any number of specific projects, such as sales force management initiatives, product development efforts, channel marketing programs and the execution of public relations and advertising campaigns. Marketers use a variety of project management techniques to ensure projects achieve their objectives while keeping to established schedules and budgets.

More broadly, marketing managers work to design and improve the effectiveness of core marketing processes, such as new product development, brand management, marketing communications, and pricing. Marketers may employ the tools of business process reengineering to ensure these processes are properly designed, and use a variety of process management techniques to keep them operating smoothly.

Effective execution may require management of both internal resources and a variety of external vendors and service providers, such as the firm's advertising agency. Marketers may therefore coordinate with the company's Purchasing department on the procurement of these services.


2. Tiempos vervales: 1 ejemplo de cada tiempo

Presente perfecto. Ej: Once the key implementation initiatives have been identified.

3. Idea principal del texto:

Describir los beneficios de la implementación del Project y otros procesos dentro de la gerencia.

4. Categorías lexicales: 2 ejemplos de cada categoría.

Palabras de contenido:

project management; process management

Palabras de función:

Verbos:

Advervios:

B. ESTRUCTURA DE LA ORACIÓN:

PLANNING A PROJECT




by Gerard M Blair

The success of a project will depend critically upon the effort, care and skill you apply in its initial planning. This article looks at the creative aspects of this planning.

THE SPECIFICATION

Before describing the role and creation of a specification, we need to introduce and explain a fairly technical term: a numbty is a person whose brain is totally numb. In this context, numb means "deprived of feeling or the power of unassisted activity"; in general, a numbty needs the stimulation of an electric cattle prod to even get to the right office in the morning. Communication with numbties is severely hampered by the fact that although they think they know what they mean (which they do not), they seldom actually say it, and they never write it down. And the main employment of numbties world-wide is in creating project specifications. You must know this - and protect your team accordingly.

A specification is the definition of your project: a statement of the problem, not the solution. Normally, the specification contains errors, ambiguities, misunderstandings and enough rope to hang you and your entire team. Thus before you embark upon the the next six months of activity working on the wrong project, you must assume that a numbty was the chief author of the specification you received and you must read, worry, revise and ensure that everyone concerned with the project (from originator, through the workers, to the end-customer) is working with the same understanding. The outcome of this deliberation should be a written definition of what is required, by when; and this must be agreed by all involved. There are no short-cuts to this; if you fail to spend the time initially, it will cost you far more later on.


Ej: 1.- Communication with numbties is severely hampered by the fact that although they think they know what they mean (which they do not), they seldom actually say it, and they never write it down.

FRASE VERBAL:

is severely hampered by the fact that although they think they know what they mean (which they do not), they seldom actually say it, and they never write it down.

FRASE NOMINAL:

Communication with numbties

NUCLEO:

Communication

Ej: 2.- A specification is the definition of your Project

FRASE VERBAL:

is the definition of your project

FRASE NOMINAL:
A specification
NUCLEO:
A specification


C. ESTRATEGIAS DE LECTURA:

Articulo: Skimming

Project planning

From Wikipedia, the free encyclopedia

Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.[1]

Initially, the project scope is defined and the appropriate methods for completing the project are determined. Following this step, the durations for the various tasks necessary to complete the work are listed and grouped into a work breakdown structure. The logical dependencies between tasks are defined using an activity network diagram that enables identification of the critical path. Float or slack time in the schedule can be calculated using project management software[2]. Then the necessary resources can be estimated and costs for each activity can be allocated to each resource, giving the total project cost. At this stage, the project plan may be optimized to achieve the appropriate balance between resource usage and project duration to comply with the project objectives. Once established and agreed, the plan becomes what is known as the baseline. Progress will be measured against the baseline throughout the life of the project. Analyzing progress compared to the baseline is known as earned value management.[3]

Palabras Claves:

• Project

• Planning

Palabras que se repiten:

• Project

• Cost

• Management

Articulo: Scanning


Biography

Jacobs was born in 1916 in the coal mining town of Scranton, Pennsylvania, the daughter of a doctor and a former school teacher and nurse. After graduating from high school, she took an unpaid position as the assistant to the women’s page editor at the Scranton Tribune. A year later, in the middle of the Depression, she left Scranton for New York City. During her first several years in the city she held a variety of jobs, working mainly as a stenographer and freelance writer, often writing about working districts in the city. These experiences, she claims, “…gave me more of a notion of what was going on in the city and what business was like, what work was like.” While working for the Office of War Information she met her husband, architect Robert Jacobs.





In 1952 Jacobs became an associate editor of Architectural Forum, allowing her to more closely observe the mechanisms of city planning and urban renewal. In the process, she became increasingly critical of conventional planning theory and practice, observing that many of the city rebuilding projects she wrote about were not safe, interesting, alive, or economically sound. She gave a speech on this issue at Harvard in 1956, and William H. Whyte invited her to write a corresponding article in Fortune magazine, titled “Downtown is for People.” In 1961 she presented these observations and her own prescriptions in the landmark book The Death and Life of Great American Cities, challenging the dominant establishment of modernist professional planning and asserting the wisdom of empirical observation and community intuition.

During the 1960s Jacobs also became involved in urban activism, spearheading local efforts to oppose the top-down neighborhood clearing and highway building championed by New York City Parks Commissioner Robert Moses. In 1962 she became the chairman of the Joint Committee to Stop the Lower Manhattan Expressway, in reaction to Moses’ plans to build a highway through Manhattan’s Washington Square Park and West Village. Her efforts to stop the expressway led to her arrest during a demonstration in 1968, and the campaign is often considered one of the turning points in the development of New York City. Moses had previously pushed through the Cross-Bronx Expressway and other motorways despite neighborhood opposition, and the defeat of the Lower Manhattan Expressway was an important victory for local community interests and an instigator of Moses’s fall from power. Jacobs’ harsh criticism of “slum-clearing” and high-rise housing projects was also instrumental in discrediting these once universally supported planning practices.

Marcadores de Definición:

• As.

• Is.

• Involved.

Marcadores de Tiempo:

• Later

• In 1952

• in 1956

• In 1961

Marcadores de Seuencia:

• First

• During

4. Reflexión Final.

A lo largo del tiempo nos pasamos la vida huyendo de los idiomas porque nos resultan difíciles y consideramos que nos quitan tiempo valioso para otras actividades, a lo largo de las clases descubrí que lo peor que podemos hacer es huir de aquello que nos resulta un poco difícil, siento que perdí el miedo al ingles, aprendí nuevas herramientas, en pocas palabras pasé de no entender nada a enterder mucho y con la satisfacción de no tener miedo de apreder más.

TAREA 4

Unidad 4

Patrones de Organización de un Párrafo


A. Seleccione un texto relacionado con su área de experticia.


• Lea el texto y extraiga las definiciones y los marcadores del discurso.


B. Seleccione otro texto relacionado con su área de experticia y extraiga las palabras claves, diga si son de instrucciones, o de secuencia u ordenamiento del tiempo.

• Marcadores de Tiempo


• Tipo de texto


• Idea general del párrafo

Texto 1:

Implementation planning

Main article: Marketing plan

The Marketing Metrickjjntinuum provides a framework for how to categorize metrics from the tactical to strategic.

After the firm's strategic objectives have been identified, the target market selected, and the desired positioning for the company, product or brand has been determined, marketing managers focus on how to best implement the chosen strategy. Traditionally, this has involved implementation planning across the "4Ps" of marketing: Product management, Pricing (at what price slot do you position your product, for e-g low, medium or high price), Place (the place/area where you are going to be selling your products, it could be local, regional, country wide or International) (i.e. sales and distribution channels), and People. Now a new P has been added making it a total of 5P's. The 5th P is Politics which affects marketing in a significant way.

Taken together, the company's implementation choices across the 4(5)Ps are often described as the marketing mix, meaning the mix of elements the business will employ to "go to market" and execute the marketing strategy. The overall goal for the marketing mix is to consistently deliver a compelling value proposition that reinforces the firm's chosen positioning, builds customer loyalty and brand equity among target customers, and achieves the firm's marketing and financial objectives.

In many cases, marketing management will develop a marketing plan to specify how the company will execute the chosen strategy and achieve the business' objectives. The content of marketing plans varies from firm to firm, but commonly includes:

• An executive summary

• Situation analysis to summarize facts and insights gained from market research and marketing analysis

• The company's mission statement or long-term strategic vision

• A statement of the company's key objectives, often subdivided into marketing objectives and financial objectives

• The marketing strategy the business has chosen, specifying the target segments to be pursued and the competitive positioning to be achieved

• Implementation choices for each element of the marketing mix (the 4(5)Ps)

Definiciones:

1.- Product management,: Product manager o jefe de producto, integrado en el departamento de marketing de una compañía, es el máximo responsable de un servicio, producto o gama de productos. Su implicación dura desde la concepción del mismo hasta su desaparición.

2.- marketing mix: Se denomina Mezcla de Mercadotecnia (llamado también Marketing Mix, Mezcla Comercial, Mix Comercial, etc.) a las herramientas o variables de las que dispone el responsable de la mercadotecnia para cumplir con los objetivos de la compañía.

3.- go to market: En Dirección de marketing, “Go To Market” es una estrategia de negocio cuyo objetivo principal es generar una ventaja competitiva y ganar en el mercado en que compite logrando que la propuesta de valor suceda en el punto de venta como fue planeada.

Marcadores de Discurso:

1.- involved

2.- is

3.- which

Texto 2:

Marketing management

From Wikipedia, the free encyclopedia

Jump to: navigation, search

Marketing Management is a business discipline which is focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities. Rapidly emerging forces of globalization have compelled firms to market beyond the borders of their home country making International marketing highly significant and an integral part of a firm's marketing strategy.[1] Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business' size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product [2] To create an effective, cost-efficient Marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate.[3] In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning.

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.

Palabras Claves:

Marketing

Corporate culture

General manager

Strategic planning.

Marcador de tiempo:

No observo en el parrafo.

Tipo de texto:

Secuencial.

Idea General del parrafo:

Explicar como el marketing es una herramienta necesaria que contribuye al desarrollo de culturas corporativas y describe brevemente como la gerencia del mercadeo es una diciplina de negocio de aplicación práctica cuya implicación dentro de los negocio tiene una repercusión a nivel global destacando la importancia de la gerencia del marketing.

Project planning


From Wikipedia, the free encyclopedia

Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.[1]

Initially, the project scope is defined and the appropriate methods for completing the project are determined. Following this step, the durations for the various tasks necessary to complete the work are listed and grouped into a work breakdown structure. The logical dependencies between tasks are defined using an activity network diagram that enables identification of the critical path. Float or slack time in the schedule can be calculated using project management software[2]. Then the necessary resources can be estimated and costs for each activity can be allocated to each resource, giving the total project cost. At this stage, the project plan may be optimized to achieve the appropriate balance between resource usage and project duration to comply with the project objectives. Once established and agreed, the plan becomes what is known as the baseline. Progress will be measured against the baseline throughout the life of the project. Analyzing progress compared to the baseline is known as earned value management.[3]

The inputs of the project planning phase include Project Charter and the Concept Proposal. The outputs of the Project Planning phase include the Project Requirements, the Project Schedule, and the Project Management Plan.[4]

In some industries, particularly information technology, the term "project plan" can refer to a Gantt chart or other document that shows project activities along a timeline. While common, this use is inaccurate. These types of documents are more accurately described as "project schedules" and are only one component of a true project plan.

At a minimum, a project plan answers basic questions about the project:

• Why? - What is the problem or value proposition addressed by the project? Why is it being sponsored?

• What? - What is the work that will be performed on the project? What are the major products/deliverables?

• Who? - Who will be involved and what will be their responsibilities within the project? How will they be organized?

• When? - What is the project timeline and when will particularly meaningful points, referred to as milestones, be complete?

To be a complete project plan according to industry standards such as the PMBOK or PRINCE2, the project plan must also describe the execution, management and control of the project. This information can be provided by referencing other documents that will be produced, such as a Procurement Plan or Construction Plan, or it may be detailed in the project plan itself.

PREGUNTAS:

1.- ¿cuál cree usted que es el tópico que está a punto de leer?

Planificación, ya que se observan unas personas planificando algunas actividades.

2.- •¿Cuál es la idea general del texto?

Explicar que es el Project y describir las características principales de esta herramienta.

3.- •¿Que palabras se repiten?

Project, management, plan, planning,

4.-•¿Que palabras se parecen al español?

Plan, Project, costs, information, technology, responsibilities, dependencies.

5.-•¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?

project management; estimated; costs; plan; information technology, Why?; What?; Who?; When?.

6.- •¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.

Explica en qué consiste y expone ideas o interrogantes que usualmente se presentan sobre la planificación y su herramienta más usada Project, a demás de las ventajas de esta herramienta en la organización y describe algunas características sobre ella.

Resulta interesante compreder por que algunas organizaciones se involucran tanto en está área de la calidad, por que tantas empresas y cada vez con mayor interes buscan implementar en sus organizaciones un sistema de Gestión de la Calidad, leanlo y conozcan un poco más sobre este sistema.

Gestión total de calidad

La Gestión de Calidad Total (abreviada TQM, del inglés Total Quality Management) es una estrategia de gestión orientada a crear conciencia de calidad en todos los procesos organizacionales. La TQM ha sido ampliamente utilizado en manufactura, educación, gobierno e industrias de servicio. Se le denomina «total» porque en ella queda concernida la organización de la empresa globalmente considerada y las personas que trabajan en ella.

La Gestión de Calidad Total está compuesta por tres paradigmas:

Gestión: el sistema de gestión con pasos tales como planificar, organizar, controlar, liderar, etc.

Total: organización amplia.

Calidad: con sus definiciones usuales y todas sus complejidades.
  

En el concepto de calidad se incluye la satisfacción del cliente y se aplica tanto al producto como a la organización. La Calidad Total pretende, teniendo como idea final la satisfacción del cliente, obtener beneficios para todos los miembros de la empresa. Por tanto, no sólo se pretende fabricar un producto con el objetivo de venderlo, sino que abarca otros aspectos tales como mejoras en las condiciones de trabajo y en la formación del personal.





La experiencia ha demostrado que tras implantar un sistema de calidad se consiguen resultados tales como:

*Aumento en la satisfacción del cliente.

*Trabajo interno de la empresa más eficaz.

*Incremento de la productividad.

*Mayores beneficios.

*Menores costos.

*Mayor calidad en los productos elaborados.

*La calidad de un producto es, por tanto, una consecuencia de cómo una empresa está organizada.

ingrese en : (www.wikilearning.com/...gestion_de_la_calidad_total/11162 )
imagen :  (Calidad en la empresa; Clientes VS Calidad; Gestión de la Calidad Total, preventoronline.com Similares)

TAREA PENDIENTE: PETER DRUKER BIOGRAFIA, MARCADOR DE TIEMPO, TIPO DE TEXTO Y PALABRAS CLAVES.

Peter Drucker

From Wikipedia, the free encyclopedia

Jump to: navigation, search

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.”[1] His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.[2] His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning.[3] In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.[4]

[edit] Personal life and roots of his philosophy

The son of a high-level civil servant in Austria-Hungary – his mother Caroline Bondi had studied medicine and his father Adolf Drucker was a lawyer – Drucker was born in Vienna, the capital of Austria, in a small village named Kaasgraben (now part of the 19th district of Vienna, Döbling). He grew up in a home where intellectuals, high government officials, and scientists would meet to discuss new ideas.[5] After graduating from Döbling Gymnasium, Drucker found few opportunities for employment in post-Habsburg Vienna, so he moved to Hamburg, Germany, first working as an apprentice at an established cotton trading company, then as a journalist, writing for Der Österreichische Volkswirt (The Austrian Economist). Drucker then moved to Frankfurt, where he took a job at the Daily Frankfurter General-Anzeiger. While in Frankfurt, he also earned a doctorate in international law and public law from the University of Frankfurt in 1931. Among his early influences was the Austrian economist Joseph Schumpeter, a friend of his father’s, who impressed upon Drucker the importance of innovation and entrepreneurship.[6] Drucker was also influenced, in a much different way, by John Maynard Keynes, whom he heard lecture in 1934 in Cambridge. “I suddenly realized that Keynes and all the brilliant economic students in the room were interested in the behavior of commodities,” Drucker wrote, “while I was interested in the behavior of people.”[7]

Over the next 70 years, Drucker’s writings would be marked by a focus on relationships among human beings, as opposed to the crunching of numbers. His books were filled with lessons on how organizations can bring out the best in people, and how workers can find a sense of community and dignity in a modern society organized around large institutions.[8]

As a young writer, Drucker wrote two pieces — one on the conservative German philosopher Friedrich Julius Stahl and another called “The Jewish Question in Germany” — that were burned and banned by the Nazis.[3] In 1933, Drucker left Germany for England. In London, he worked for an insurance company, then as the chief economist at a private bank. He also reconnected with Doris Schmitz, an acquaintance from the University of Frankfurt. They married in 1934. (His wedding certificate lists his name as Peter Georg Drucker.[9]) The couple permanently relocated to the United States, where he became a university professor as well as a free-lance writer and business consultant. (Drucker disliked the term “guru,” though it was often applied to him; “I have been saying for many years,” Drucker once remarked, “that we are using the word ‘guru’ only because ‘charlatan’ is too long to fit into a headline.”)[10]

In 1943, Drucker became a naturalized citizen of the United States. He taught at Bennington College from 1942-1949, then at New York University as a Professor of Management from 1950 to 1971. Drucker came to California in 1971, where he developed one of the country's first executive MBA programs for working professionals at Claremont Graduate University (then known as Claremont Graduate School). From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University. The university's management school was named the "Peter F. Drucker Graduate School of Management" (later known as the "Peter F. Drucker and Masatoshi Ito Graduate School of Management") in his honor in 1987. He taught his last class at the school in 2002 at age 92.

Biografía

Peter Ferdinand Drucker (19 de noviembre de 1909 – 11 de noviembre de 2005) fue un abogado y tratadista austríaco autor de múltiples obras reconocidas mundialmente sobre temas referentes a la gestión de las organizaciones, sistemas de información y sociedad del conocimiento, área de la cual es reconocido como su padre y mentor en conjunto con Fritz Machlup. Sus ancestros fueron impresores en Holanda; en alemán Drucker significa "impresor", y de ahí deriva su apellido. Drucker dejó huella en sus obras de su gran inteligencia y su incansable actividad. Hoy es considerado ampliamente como el padre del management como disciplina y sigue siendo objeto de estudio en las más prestigiosas escuelas de negocios.

Tras trabajar en el sector empresarial y como periodista, se doctoró en Derecho Internacional en Alemania. Trabajó como periodista en Alemania, mezclando su actividad con la política desde el año 1920 hasta la caída de la República del Weimar.

En 1933 fue a Londres, trabajó en un Banco, y fue alumno de Maynard Keynes, anteriormente en Bonn fue discípulo de Joseph Schumpeter, y fue la última persona que esta con vida y que tomo clases con estas dos grandes figuras. “Tanto Keynes como Schumpeter tienen muchísimo que enseñarnos, pero más en la forma que debemos pensar económicamente, que en relación con sus teorías específicas, como tesis económica el Keynesismo fallo donde fue aplicado, Schumpeter nunca tuvo una política económica, si fue válido el concepto de que el desequilibrio es el estado normal de la salud de la Economía.”

Tras cuatro años en Londres, el auge del nazismo lo forzó a emigrar a EE.UU. en 1937, donde se convirtió en profesor y escritor. Su primera labor como consultor fue en 1940. Después de enseñar en el Sarah Lawrence College de Nueva York desde 1939 hasta 1949, y en Bennington College de Vermont desde 1942 hasta 1947. Dió clases de Administración de Empresas en la Universidad de Nueva York (1950-1971).

Fue colaborador asiduo de revistas como The Atlantic Monthly y fue columnista de The Wall Street Journal desde 1975 hasta 1995. Desde entonces trabajó ampliamente en los Estados Unidos, Europa, America Latina y Asia, para grandes empresas, agencias gubernamentales y organizaciones sin fines de lucro.

También fue presidente honorario de la Peter F. Drucker foundation for Nonprofit Management. En 1971 fue nombrado profesor (clarke) de ciencias sociales y administración en la escuela de graduados en administración de la universidad de Claremont, donde pasó su última etapa profesional como docente.

gerencia del mercadeo (ingles)

Esta es la maestria de Gerencia de Mercadeo, para mayor información visita la página de urbe y conoce mas sobre las diferentes modulos impartidos en esta materia.

Ejercicio I:

Lea las siguientes definiciones y extraiga los marcadores del discurso.

a.- Traditional leadership theory is narrowly concerned with top-down leadership in large organizations.

b.- Ethics refers to learning what is right or wrong, and then doing the right thing.

c.- Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

e.- The word leadership can refer to: 1. The ability "to get people to follow voluntarily." 2. Those entities that perform one or more acts of leading. 3. The ability to affect human behavior so as to accomplish a mission designated by the leader. en.wikipedia.org/wiki/Leadership, consultado el 30/06/2008

f.- Education encompasses teaching and learning specific skills, and also something less tangible but more profound: the imparting of knowledge, positive judgment and well-developed wisdom. en.wikipedia.org/wiki/Education, consultado el 30/06/2008

g.- Ontology is known as the branch of philosophy focusing upon the origins, essence and meaning of being.

Marcadores de discurso
1.- is narrowly concerned
2.- is right
3.- refers to
4.- is partnering
5.- with clients
6.- to maximize
7.- is known as

Termino

1.- Traditional leadership
2.- Ethics
3.- Coaching
4.- The word leadership
5.- Ontology

Ejercicio II

Ejercicio 2. Lea los siguientes textos y extraiga las definiciones y los marcadores del discurso.

a) Epistemology (from Greek επιστήμη - episteme, "knowledge" + λόγος, "logos") or theory of knowledge is a branch of philosophy concerned with the nature and scope of knowledge.[1] The term was introduced into English by the Scottish philosopher James Frederick Ferrier (1808-1864).[

Much of the debate in this field has focused on analyzing the nature of knowledge and how it relates to similar notions such as truth, belief, and justification. It also deals with the means of production of knowledge, as well as skepticism about different knowledge claims. In other words, epistemology primarily addresses the following Unidad IV. Ejercicios - Pág. 4

Epistemology:

Epistemología (del griego ἐπιστήμη (episteme) "conocimiento", y λόγος (logos), "teoría") es una rama de la filosofía cuyo objeto de estudio es el conocimiento científico. Este término fue introducido por el filosofo escoses James Frederick Ferrier (1808-1864).[

Marcadores de Discurso:

1)  is concerned
2) as well as
3) as truth

b) Interpersonal communication is defined by communication scholars in numerous ways, though most definitions involve participants who are interdependent on one another that have a shared history. Communication channels are the medium chosen to convey the message from sender to receiver. Communication channels can be categorized into two main categories: Direct and Indirect channels of communication.

Interpersonal comunicación:

La comunicación interpersonal por definición es una comunicación especializada en numerosos métodos. Está definición involucra participantes interdependientes unos de otros. Los canales de comunicación son un medio para descodificar mensajes entre el emisor y el receptor. Existen dos categorias de canales de comunicación: Directos e Indirectos canales de comunicación.

Marcadores de Discurso:
1.- is defined
2.- involve

c) Neuro-linguistic programming (usually shortened to NLP) is an interpersonal communication model and an alternative approach to psychotherapy that was co-created by Richard Bandler and linguist John Grinder in the 1970s. It was based on the subjective study of language, communication and personal change, in particular, mainly through modeling three successful psychotherapists, Fritz Perls (gestalt therapy), Virginia Satir (family systems therapy), and eventually Milton H. Erickson (clinical hypnosis). Bandler and Grinder aimed to discover and model the successful patterns of behavior and communication distinguishing these exceptional individuals from their peers. Some consider NLP to still be a set of techniques or strategies for enhancing communication and personal influence rather than a model or theory.

Neuro-linguistic programming:

El programa neuro- lingüístico, usualmente conocido como PNL, es un modelo de comunicación interpersonal y una alternativa aproximada a la psicoterapia según sus co-creadores Richard Bandler y el lingüista John Grinder en los años 1970s. Esta sirve como base en el estudio subjetivo del lenguaje.

Marcadores de discurso:

1.- IS

OBJETIVO 2:


PATRÓN DE NARRACIONES CON SECUENCIA Y ORDENAMIENTO DEL TIEMPO.

b) Business administration school is a university-level institution that educates learners on such topics as accounting, finance, marketing, organizational behavior, strategy planning, and quantitative methods. Most business administration schools have experienced well-qualified faculties, and efficient managements. In 1881, the first 'collegiate business school' was founded in Wharton. Unidad IV. Ejercicios - Pág. 8

Business Schools before World War II were mostly "schools of commerce" and were conducted in relatively low esteem. After the Second World War and especially after 1960, Business Administration Schools began to grow rapidly. They are often known as university graduate schools. MBA degrees originally occurred in the United States of America, due to the fast industrialization growth that made it essential for companies to use scientific approaches to teach management. The first MBA degree was offered by Dartmouth College in 1900. Business schools have mushroomed and flourished in all states and countries thus, making them feasible for individuals who work during the day to take classes and earn degrees at night.

Since 1988, business schools have changed deans, altered curriculums, and stressed new expertise among their students. A MBA degree has opened abundant opportunities for its bearers. Presently, nearly all business positions require an MBA degree as the minimum qualification. This includes business managers in marketing, finance, human resources, operations, and information technology. Investment entities, banking companies and a number of management consulting firms prefer employing MBA graduates specializing in the field of finance. These graduates are well conversant in their respective fields. For industries such as media and entertainment, an MBA is not a necessity, but it is considered an additional asset.

There are wide ranges of options among the different academic institutions that offer business courses. Various sites are available wherein detailed information about all the specialization fields are mentioned along with their course details. These sites also offer information regarding the universities that are well qualified and offer competent MBA programs.

http://ezinearticles.com/?History-

Marcadores de tiempo:


1.- In 1881

2.- first (2)

3.- after 1960

4.- in 1900

5.- Since 1988

6.- before

7.- After
8.- during

Idea General del texto:
El texto hace una reseña histórica sobre el instituto de estudios de Administración de Negocios y describe varias materias que dentro de ella se enseñan como finanzas, mercadeo, planificación estratégica, métodos cuánticos, entre otros.