El empleo de las personas con discapacidad ante el nuevo paradigma de la flexiguridad. Empleo normalizado con apoyo. Empleo y Trastorno del Espectro del Autismo: un potencial por descubrir. Employment of disabled people. Statistical analysis of the labour force survey ad hoc module : edition.
Eurostat, I Encuentro Iberoamericano sobre Universidad y Discapacidad. Resumen Jornada en Bilbao [Documento de video]. Entornos adaptados para personas con discapacidad mental. Entornos urbanos seguros, confortables y accesibles. Entrepreneurship for people with disabilities.
Entrepreneurial activities in Europe. El envejecimiento de las personas con discapacidad. National Down Syndrome Society, Envejecimiento y trastorno del espectro del autismo. Una etapa vital invisible. Informe ejecutivo. En el plural de las sexualidades: atender, educar y prestar apoyos a la sexualidad de las personas con discapacidad intelectual. Fundadeps, Evaluacion de la calidad de vida de personas con discapacidades significativas.
Para todos La 2 Documento de video. Estigma y enfermedad mental. Estrategia en enfermedades neurodegenerativas del Sistema Nacional de Salud. Estrategia aprobada por el Consejo Interterritorial del Sistema Nacional de Salud el 27 de junio de Estratexia galega sobre discapacidade Euskal Herriko Lan Babestuaren Elkartea, Estudio de acoso escolar en implantados cocleares. Estudio sobre discapacidad y personas sin hogar. Estudio sobre la realidad de las personas sordas inmigrantes. CNSE, Estudio sobre la realidad sociolaboral de las personas con discapacidad.
Defensor del Pueblo, Universidad Complutense, Neuroalianza, Estudio sobre las necesidades de las familias de personas con discapacidad. Datos Ergon, European Union of Supported Employment Toolkit. European Union of Supported Employment, Universidad de Extremadura, Universidad de Cuenca, Families with disabled children in different European countries.
Finanzas accesibles para todas las personas.
AENOR, Parte I. Parte II. Inserta Empleo, Personas con discapacidad en proceso de envejecimiento. Elkartu, Pacto Mundial de las Naciones Unidas, AECID, Accesibilidad Cognitiva, Obra Social La Caixa, Pour une orientation active des personnes en situation de handicap. PRODE, Hacia unos servicios sociales de calidad adecuados a las necesidades de apoyo de las personas con discapacidad.
Helping young people with learning disabilities to understand money. The Money Advice Service, El hotel accesible. Montse Dinares Quera. How can we make our cities dementia friendly? Sharing the learning from Bradbord and York. Igualdad de trato en el empleo. Huete, A. Impacto de las medidas de austeridad de los gobiernos europeos sobre los derechos de las personas con discapacidad. Universidad de Barcelona, Universidad Pablo Olavide, Impacto social del programa Eca Caja Madrid de empleo con apoyo. Inclusion of youth with disabilities: the business case.
International Labour Office, Informe del Estudio. Informe del mercado de trabajo de las personas con discapacidad. Ministerio de Empleo y Servicios Sociales, Informe de seguimiento de la estrategia en enfermedades raras del Sistema Nacional de Salud. Resumen ejecutivo. Consejo Vasco de Servicios Sociales, Innovaciones en accesibilidad cognitiva. Entornos urbanos que hablan a las personas. SEPE, Universitat Ramon LLull, Internet y Redes Sociales: por un uso seguro y responsable.
Sevilla octubre Libro de ponencias. Tomo I. Instituto Max Weber, Tomo II. Libro Blanco sobre la discapacidad en Euskadi. Coordinadora vasca de representantes de personas con discapacidad, Livre blanc. Manual de accesibilidad universal en instalaciones deportivas. Manual para el fomento del empleo de las personas con discapacidad y de la accesibilidad en los despachos notariales.
Manual para un entorno accesible. Madrid, Real Patronato sobre Discapacidad, Manual sobre turismo accesible para todos. Modelo de Reglamento Universitario. Mejora de la accesibilidad universal en el entorno laboral. Mental health, human rights and standards of care: assessment of the quality of institutional care for adults with psychosocial and intellectual disabilities in the WHO European Region.
Esparza, C. Movilidad y accesibilidad en la vivienda. Ocio para todas las personas y para cada una. ODS y discapacidad. Plan de trabajo. Parques infantiles accesibles. Pensiones no contributivas de la Seguridad Social. Enero Febrero Ministerio de Sanidad, Consumo y Bienestar Social, People with disabilities have equa l rights - The European Disability Strategy Personal budgeting in municipal disability services.
The first experiment in Finland. Finnish Association on Intellectual and Developmental Disabilities, Las personas con discapacidad en el informe del Defensor del Pueblo Informe Olivenza Observatorio Estatal de la Discapacidad. Las personas con discapacidad intelectual o del desarrollo ante el proceso penal. Pilot project We Empower uS bH. Better career opportunities for people with spina bifida and hydrocephalus. Methodical toolkit. Plan de Discapacidad de Navarra, Plan "Madrid Incluye" Plan Sociosanitario del Principado de Asturias Consulta prospectiva Delphi.
Centro de Publicaciones. Por un espacio socio-sanitario inclusivo. Premios Reina Letizia Cultura Inclusiva.
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Presente y futuro de los centros especiales de empleo. Fundosa Galenas S. La primera noticia. Estudio sobre los procedimientos profesionales, las vivencias y las necesidades de los padres cuando se les informa de que su hijo tiene una discapacidad o un trastorno del desarrollo. Principios de accesibilidad audiovisual en el cine. Salamanca, 4, 5 y 6 de abril de Programas activos de empleo para las personas con discapacidad.
Una perspectiva Europea. Propuestas de mejora del marco normativo de la accesibilidad audiovisual. Propuesta de Modelo de Ordenanza Municipal reguladora del servicio de Autotaxi accesible. Protecting the rights of people with autism in the fields of education and employment: international, european and national perspectives.
Providing reasonable accommodation for persons with disabilities in the workplace in the EU. Good practices and financing schemes. Final report. Cortes de Castilla-La Mancha, Proyecto de Ley de Igualdad de Oportunidades para las personas con discapacidad. Fondation Roi Baudouin, Cabrerizo de Diago, R. La realidad del estigma social entre las personas con enfermedad mental en la CAPV. Informe de resultados obtenidos en el estudio realizado. Reasonable accommodation and sheltered workshops for people with disabilities. Costs and returns of investments. Parlamento Europeo, El reflejo de la mujer en el espejo de la discapacidad.
El salario de las personas con discapacidad. El sector de la discapacidad: realidad, necesidades y retos futuros epub. Los servicios de ocio de las asociaciones de discapacidad. Departamento de Derechos Sociales, Gobierno de Navarra, Sexualidad y mujer con discapacidad. Proyecto SWOD. Sexualidades diversas.
Predif, Anexo de indicadores. Informe general. CAPV Lanbide, Manual de Referencia. Good practices and recommendations in support of a flexicurity approach. Study report. Todos somos todos: derechos y calidad de vida de las personas con discapacidad intelectual y mayores necesidades de apoyo. Informe Ejecutivo. Trabajo decente para personas con discapacidad: promoviendo derechos en la agenda global de desarrollo. Oficina Internacional del Trabajo, Universidad 2.
Universidad y Discapacidad. Vivir mejor. The voice of rare disease patients. Eurordis, Why are so many disabled individuals not working in Spain? A job search approach. Young persons with disabilities: global study on ending gender-based violence, and realising sexual and reproductive health and rights. United Nations Population Fund, Los zapatos de Marta. Generalitat de Catalunya.
Departament de Salut, Adolescent alcohol-related behaviours: trends and inequalities in the WHO European Region, Alcohol and inequities. Guidance for addressing inequities in alcohol-related harm. Comunidad de Madrid, VV. RAND Europe, Beber y conducir. Manual de Seguridad Vial para decisores y profesionales. Bereaved through substance use. Guidelines for those whose work brings them into contact with adults bereaved after a drug or alcohol-related death. University of Bath. Centre for Death and Society, Ayuntamiento de Zaragoza, Las caras del alcohol.
Community management of opioid overdose. UNAD, Factores subyacentes a los comportamientos de riesgo. Consumo de alcohol y contextos de desarrollo en la adolescencia. Universidad de Huelva, Consumo de sustancias. Socidrogalcohol, Crime and the legalization of recreational marijuana. Depender no mola.
Distintas miradas y actitudes, distintos riesgos. Ellas y ellos frente a los consumos de drogas. Domestic abuse and change resistant drinkers: preventing and reducing the harm. Alcohol Concern, AVA. Domestic violence and abuse experienced by children and young people living in families with alcohol problems. Results from a cross-european study. NIDA, Las drogas en el punto de mira. Drug-related infectious diseases in Europe.
Drug treatment at the crossroads. What it's for, where it's at and how to make it even better. Drugscope, Empower women facing the challenge of tobacco use in Europe. EPAD Encuesta sobre Salud y consumo de Drogas en Internados en instituciones Penitenciarias. Entre dos tierras. Estimation of national, regional, and global prevalence of alcohol use during pregnancy and fetal alcohol syndrome: a systematic review and meta-analysis.
The Lancet Global Health, Estrategia mundial para reducir el uso nocivo del alcohol. Estrategia Nacional sobre Drogas Estudio sobre el perfil actual de las personas con problemas de adicciones. Estudio de perfil. Perfil de las entidades de UNAD. Euskadi y Drogas Tesis Doctoral. Eyes on Ages. A research on alcohol age limit policies in European Member States. Legislation, enforcement and research. Dutch Institute for Alcohol Policy, Las familias migrantes frente al alcohol y otras drogas. Grup Igia, Cochrane Tobacco Addiction Group, First measures.
A guide to alcohol misuse prevention work with children. Mentor UK, The forgotten carers: support for adult family members affected by a relative's drug problems. UK Drug Policy Commission, The forgotten people: drug problems in later life. Big Lottery Fund, The global state of harm reduction Harm Reduction International, Global status report on alcohol and health Madrid, Ministerio de Sanidad y Consumo, Eusko Jaurlaritza-Gobierno Vasco, Guidance on the consumption of alcohol by children and young people.
Department of Health, Guidelines for the identification and management of substance use and substance use disorders in pregnancy. Universidad Complutense de Madrid, Health and social responses to drug problems. A European guide. Hepatitis C among drug users in Europe. Epidemiology, treatment and prevention. Valencia, Ministerio de Sanidad y Consumo, Informe Mundial sobre las Drogas Informe sobre la vulnerabilidad social atendida en Bizkaia por Cruz Roja en Interventions for drug-using offenders with co-occurring mental illness Review. Interventions for female drug-using offenders Review.
Cochrane Tobacco Addiction Group, , Juventud y consumo responsable en la CAPV. Menores, ni una gota. Gobierno de la Rioja, Gobierno de La Rioja, Menores y alcohol. Drogomedia Monografikoak, n. Mismas drogas, distintos riesgos. Noctambul s. Observatorio Proyecto Hombre sobre el perfil del drogodependiente. Our invisible addicts, 2nd ed. Royal College of Psychiatrists, Parenting strategies: preventing adolescent alcohol misuse.
University of Melbourne, Generalitat de Catalunya, Lourdes M. Las Palmas de Gran Canaria. Prevention of addictive behaviours. Updated and expanded edition of Prevention of substance abuse. Prevention of harm caused by alcohol exposure in pregnancy. Rapid view and case studies from Member States.
El problema de la Drogodependencia en Europa: Informe Anual Programa Menores y Alcohol. Promoting a gender responsive approach to addiction. Santos, G. Junta de Extremadura, Grup Igia. Instituto de Adicciones del Ayuntamiento de Madrid, Un mejor tratamiento para personas consumidoras de drogas que envejecen. Realidad virtual y drog as. Observatorio para las Cibersociedad, Reducing harm in drinking environments. A systematic review of effective approaches.
Centre for Public Health, Servicio Central de Publicaciones del Gobierno Vasco, Report of the International Narcotics Control Board for International Narcotics Control Board, La seguridad ante todo. Un enfoque realista sobre los adolescentes y las drogas. Drug Policy Alliance, Social reintegration and employment: evidence and interventions for drug users in treatment. Social norms and teenage smoking: the dark side of gender equality. Cuerpos, afectos, juventud y drogas. Teenage drinking cultures. Universal school-based prevention for illicit drug use Review. WHO report on the global tobacco epidemic, Raising taxes on tobacco.
Working with women engaged in alcohol and other drug treatment. Second edition. Network of Alcohol and other Drugs Agencies, World Drug Report United Nations Office on Drugs and Crime, Frankfurt am Main, Banco Central Europeo, Actitud OES. Banco Central Europeo. El Banco Central Europeo. El Eurosistema. El Sistema Europeo de Bancos Centrales. Hanspeter K. Josep M. Vergara Dir. Servicio de Estudios La Caixa. Can Trust Effects on Development be Generalized? A Response by Quantile. La Carta de los Comunes. Para el cuidado y disfrute de lo que de todos es.
Breve historia de los billetes y monedas en euros. OCDE Publishing, Crisis esta crisis y salud nuestra salud. Bubok, Marzo de Crisis financiera y rescates bancarios en Europa. Crisis y cambio en la sociedad global. Anuario Methodology: The course will be based on lectures with class participation, case studies with group presentations. It will be supported by a guest speaker, and by a supply chain game to demonstrate the issues at stake.
Assessment: Group project and report. How well equipped is the organization to meet customer demand in the market that it serves? Hammond, Walter R. Goldman, S. Objectives: 1 - Understand the links between innovation and value creation and the role creativity plays. Methodology: The methodological approach is designed to foster active learning and ensure that students correctly implement their innovation projects.
The innovation project is the basic foundation of this course. The accompanying exercises and the actual practice are essential to generate deep learning. The innovation project presentations at the end of the course are fundamental to share different experiences with each other. Active participation is required from all students. Why right-brainers will rule the future", The Berkley Publishing Group, Anetcom, , www.
Miguel Heras Faculty: Dr. Different measurement frameworks and methodologies, such as the balanced scorecard, the performance prism and the business excellence model, are being adopted the world over. Interest in the topic pervades the public arena, as well as the private and public sectors, with governments introducing performance league tables for schools, hospitals, universities and local authorities. Software vendors, consultants and conference organisers have also recognized the massive market interest, hence the growing plethora of reporting packages, consulting products and performance measurement conferences.
Research data suggests that most organisations currently use some sort of performance measurement system in order to implement their business strategy. However, many of these systems deliver a fraction of their potential benefits as they tend to be poorly designed and implemented. Because far too often when managers re-engineer their organisation's measurement systems they simply restructure their existing measures into a new measurement framework.
Even when this is not the case, there are usually serious shortfalls in their implementation, as people do not know how to interpret and act on the measurement data that they are presented with. The aim of this elective, then, is to address these issues. Summary: How do organisations manage the use of performance measures and targets?
When does it make sense to adopt performance related rewards to manage performance? How are performance targets set? How can organizations manage underperformance? These sessions will encourage you to think critically about the answers to the above questions based on practical experience and the results of academic research. We will work on a case study that will help you to better understand the difficulties associated with measuring and managing performance in organisations. Methodology: Several case studies, readings, videos and a variety of syndicate group exercises will be used throughout the course.
Participants will be split up into groups several times throughout the course to simulate a senior management team drafting a strategy map, identifying risks, setting targets, etc. Professors will act as facilitators for group discussions. Syllabus: The course will last five days: - Day one will explore the different performance measurement frameworks and how to link strategy to operations. We will also discuss how to measure innovation. We will also study the strategy map and risk management concepts. We will also study performance measurement issues and the impact of using performance measurement systems.
Linking Strategy to Operations for Competitive Advantage. Cambridge: Cambridge University Press. Summary: Today we live in an economy that is increasingly focused on services in growth and constant innovation. Services in the industrialized countries currently represent more than two thirds of the gross domestic product and employment. Moreover, a growing number of manufacturing companies are aware that they can create greater value for their clients and differentiate themselves through services. As a result, issues of operating efficiency and competitiveness are becoming more critical than ever for success in service industries.
In services, the achievement of growth and sustainable profit is closely linked to customer satisfaction and loyalty, which at the same time is based on the satisfaction and loyalty of those who work in these services. The nature of service organizations is sufficiently specific to require a separate management focus. In this course, we shall develop a series of benchmarks, tools and concepts required to design and implement operating strategies in services.
We will consider both traditional and new approaches for achieving operational competitiveness in the service company, preparing you to take decisions about products, employees, processes and customers. The course will examine different service settings in healthcare, financial services, tourism and professional services among others.
Methodology: The course is a combination of real application situations, based in case discussion, with theory and practice models, based in the most relevant research and experts in Service management. A case is a rather comprehensive exposition of a real managerial situation describing a set of problems and requiring a plan of action. Success during the course depends heavily on student preparation before class and active participation in class discussions.
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The team reports should be sent prior to each class at least 24 hours in advance to the professors by e-mail. Every session should be seen as a management meeting where you will be able to improve your communication skills. Come well prepared and learn from each other. Syllabus: In the first session, an introduction to the Service Management world will be developed, analyzing different types of services and its specific characteristics and management challenges.
After this introduction, first part will review how to define Service Strategy, from environment review, global competitive strategy, to definition of target markets and the design of a service delivery system. The second part will consist in applying the concepts of BPM Business Process Management given during Operations general course, combined with indicators models to track the performance of the organization The most extended and last part will present how to design or built innovative services to win in the market place. It will cover tools for assessing current situation vs desired one Blueprinting , and an in-depth check of different critical areas to achieve it quality, outsourcing, service recovery and CRM, professional service companies… Along the course, two company presentations and one company visit will challenge attendants to compare its previous experience and class key learnings, with the insights of professionals that have rooted experience in delivering excellent services.
Operations, Strategy, Information Technology.
New Cork, McGraw-Hill. Thomson, London. Summary: Sustainability embraces a wide variety of approaches and of initiatives which over recent years have transformed the agendas of companies, their vision, identity, governance and strategy. Despite the diversity of approaches, most sustainability instruments and initiatives have a common goal which is to analyze and manage the impact companies have on their stakeholders and on the world. This approach has a deep impact on the identity and mission of organizations, as it changes some of the core values that govern business practices and actions.
Companies are approaching this from four distinct perspectives: 1 as a risk management issue, 2 as a responsibility to society issue, 3 as an innovation driver or 4 as a competitiveness issue. That is, some companies understand that managing sustainability and maximizing stakeholder value is central to the long term competitiveness of the company.
As Porter and Kramer suggest in their recent article published in , to be competitive in the long run companies must generate simultaneously private and public value. This is something that many companies have understood and applied for many years, and which has generated divergent business models. Traditionally many companies have looked at sustainability as a compliance issue. Other companies look at sustainability from a philanthropic perspective, understanding that the company has a duty to return to society some of its benefits and to act responsibly.
However, some companies understand that sustainability is a source of innovation and, therefore, a competitive advantage. This course focuses on this last group of companies that understand sustainability as a central strategic asset, and therefore we aim to explore how these companies developed alternative business models.
We will also discuss how other companies can capture and integrate some of these issues into their own organizations. Furthermore, this course aims to provide tools to manage sustainability in a company, from issue framing to action planning. Methodology: The course will be divided into plenary sessions, discussion groups and work on case studies. Most sessions will include a guest speaker, which most times will be a practitioner.
All sessions and texts will be in English. The basis of the course will be dialogue, starting from a series of selected cases, websites and readings in order to offer a panorama of the issues which are currently raised by companies in relation to sustainability. Assessment: Attendance, participation in class and a final project on one of the issues discussed will be assessed. The European Union is looking how to fit its economic and political interests taking into account the enlarged number of members as well as the rapid evolution of the international agenda. To what extend the European Union is giving the right answers?
What is the European Union standing for? How the European Union is re setting their objectives? Summary: 1- The European Union: A work in progress.
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With a general updated perspective, the objective is to identify the main topics concerning the EU. To understand the complexity of the process in terms of the number of countries involved and the international context. Where are we? How the objectives have been changing, as well as the European and international context. Deepening and widening the European Union. Does it holds? Who proposes, who legislates, who decides…How does this fit? Looking at he European Union budget to understand how and which EU policies are financed.
The contributions of the Member States. Is sustainable? Does everybody agrees? How the crisis is affecting? EU economic and financial indicators. The relative position of the EU in the word: trends and perspectives The economic and the political perspectives for the EU. Is the EU a global player? All the material presented slides will be previously available in the intranet. Readings will be given previous to each class, to be prepared or presented. Assessment: Each participant will have to follow on a daily basis the international journals identifying three topics to be presented oral presentation.
Each participant will have to prepare a one page essay on a "driving idea" concerning the European Union to be presented during the course oral presentation of a written report. Class participation will be required. A final essay during the last day of the course will be done. During the session a number of documents will be mentioned and will be available.
Not everyone who works daily in collaborative alliances, partnerships or networks reports such negative experiences as those quoted above. Indeed the Financial Times 24 June , p. However, very many do express frustration. There has been much rhetoric about the value of strategic alliances, networks, public service delivery partnerships and many other collaborative forms, but reports of unmitigated success are not common.
This course is designed to foster active learning and ensure that participants correctly implement their collaborative projects, focusing in particular on Collaborative Governance: the process of facilitating and operating in multiorganizational arrangements -within the private, public, and civic sectors- to solve problems that cannot be solved or easily solved by single organizations.
Objectives: 1. Learn the essentials of crafting, structuring, and managing collaborative governance. Understand the links between collaborative governance and value creation. Be able to design and manage collaborative projects by actually following the path of a real collaborative project. Understand the dynamics of active network management and strategies necessary for collaborative projects. Know how to foster outcomes from collaborative and innovative groups.
This course should be of value to: - participants who tried collaborative governance but where unsatisfied with outcomes - participants who are aware of the issues that this course examines, but would like to deepen or broaden their understanding of these issues. Methodology: The methodological approach is designed to foster active learning and ensure that students correctly implement their collaborative governance projects. The collaborative governance project is the basic foundation of this course.
The collaborative governance project presentations at the end of the course are fundamental to share different experiences with each other. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and, if they can't find them, make them. George Bernard Shaw. This is a course about learning to use power and influence as effective tools for both understanding your surroundings and achieving your goals.
It is a course about getting things done in the real world, where politics and personalities can often seem to hinder rather than help you. It is a course for those of you who want to make things happen, despite the obstacles that might stand in your way. Consequently, this is a course about you. This course presents conceptual models, tactical approaches, and self-assessment tools to help you understand political dynamics as they unfold around you and develop your own influence style. By focusing on specific expressions of power and influence, this course gives you the opportunity to observe their effective "and ineffective" uses in different contexts and stages of a person's career.
This subject matter will introduce difficult ethical questions. By design, this course should challenge you to define for yourself what will constitute the ethical exercise of power and influence in your life. The objectives of the course are to help you: 1.
Develop a conceptual framework for understanding power and influence. You should be able to define power and influence and begin to appreciate how essential they are for your own productivity. By identifying critical sources of political conflict, you can learn to ameliorate or harness them to produce constructive outcomes for you and your organization. Practice diagnostic skills that will enable you to map out the political landscape, understand others' perspectives, and learn to predict their actions.
Assess your own power bases and influence style, and consider strategies for expanding them. Begin to build a repertoire of influence tactics so you will be effective in a variety of contexts and situations. Each is briefly described below. Bases of Power and Political Dynamics We set the foundations for dealing with the basic issues to be covered in the course: What is power? Where does it come from? Why do we see political conflict in organizations?
How can political conflict be handled to serve constructive ends? How can you exercise influence in an effective and ethical manner? How can you acquire power and influence over the course of your career? We introduce the power dynamics framework to explore these questions. These questions are also intended to unearth your implicit theories and feelings about power and influence. These have a profound impact on how you perceive problems and opportunities, and hence, how you decide upon particular courses of action.
Influence Tactics, Style and Image We will also consider how to convert power bases into influence tactics that fit personal and situational factors. Our focus is on understanding our "influence targets", so as to tailor our approach accordingly. We explore a variety of settings -one-on-one and group influence situations- as well as tactics for influencing key constituencies outside the boundaries of our firms. Given today's business world, we emphasize exercising influence without relying on formal authority.
We also examine tactics for building credibility and conveying an effective image as well as tactics for winning over larger audiences. We explore "impression management" dilemmas in a variety of different contexts. Coalitions and Networks We will focus on network position and control of critical resources as key power bases. Our objective is to consider strategies for building networks and coalitions to get things done. We examine how to diagnose the political landscape and how informal networks of relationships shape the distribution of power.
This module includes exercises designed to help you practice coalition-building strategies and assess your own network of relationships. Developing a Power Style Finally, we look at building your career and political style from a power and influence perspective. We map out common early career challenges including building credibility quickly, cultivating mentors and networks and managing ethical dilemmas. We consider strategies for acquiring power over the course of your career in an effective and ethical manner and explore typical early career transitions with an eye towards crafting strategies for navigating key inflection points successfully.
Methodology: In this course, we will rely on a mix of traditional case studies, video-materials, exercises, self- assessment tools, and readings. Karen and Richard are two young managers competing for a promotion. The two managers have very different styles. Questions to guide the video discussion will be presented at the beginning of the session. They will help us to understand how leaders can build power bases that are consistent with their personalities and influence styles, as well as to reflect on the downside of relying too much on a single style.
We will also watch in class fragments of documentaries on them. What bases of power did Thatcher and LBJ develop in their early career? How did they exercise influence? How did they build credibility? What were the strengths and weaknesses of each leader's sources of power and influence style? Session 3: Influencing others Case: EIS Simulation Overview The class will be splitted into small groups to do a Simulation in which a team of junior managers are trying to influence a group of senior managers to accept an innovation.
With the reputation -and background-- of a reckless youth, and without management education, Henry Bolingbroke takes charge of the family business after the sudden death of his father. We will watch him reacting to stakeholders' pressures, and embarking on an expansion strategy. We will also have the opportunity to discuss his personal, moral and professional development.
No reading is required. For example, they should be aware of the importance of working transparently, with sound government bodies that ensure accountability, but also guarantee the development of initiatives in the long term. Moreover, they should learn the importance of creating social projects, which help generate economic and social values simultaneously, and are economically viable in the long term. Summary: This course examines the nature and major trends on social entrepreneurship and key challenges for companies and nonprofits organizations in a sustainable development perspective.
Until recently, social entrepreneurship management improvements were mainly thought to relate solely to human resources, communications, fund-raising, information systems, etc. However, experience has shown that several other aspects have been neglected when it comes to strengthening social entrepreneurship organizational skills. These aspects, which we will analyze in depth during this course strategy alignment, accountability, governance, collaboration, etc , are associated with the changes shaping society and markedly affecting social enterprise operations and interactions with all the other social actors.
It is widely accepted that contemporary democratic societies are built around three sectors: public administrations, business companies and nonprofit organizations. Like a three-legged stool, these three sectors have to work together to drive societies towards a state of equilibrium. In an ever-changing, fast-paced environment, social enterprise organizations for profit and nonprofit need the appropriate skills in order to face new challenges and continue to help improve the lives of people and communities.
In other words, these organizations must be truly capable of leading the complex world of social intervention. Syllabus: Please, note that this is not exactly the final Course Syllabus, but gives a clear idea of the contents of the course. The course is structured in two parts. Following an introductory session, a first block 3 sessions will address the four key variables in the social entrepreneurship concept strategy alignment, accountability, governance and social funds. A second block, entitled Social and sustainable partnerships 5 sessions , is devoted to the multiple stakeholder approach, social entrepreneurship in a multinational corporation "intrapreneurship" , social entrepreneurship in a nonprofit organization, sustainable development and social partnerships.
Libros y documentos electrónicos
First session: Introduction to social entrepreneurship The business of businesses increasingly consists of the creation of social value together with economic value. The addressing of social problems, and better understanding of the context in which companies operate, is now becoming part of leading companies' core strategies.
Large numbers of nonprofit organizations also strive for management breakthroughs, which will enable them to improve social development performance. Many consider social actions to be the exclusive realm of nonprofits and governments, excluding business from sharing in the task of addressing a common need. Our concept of social enterprise shows how business, working alone or in partnership with government and civil service organizations, can help accelerate progress in bettering the course of mankind. Naturally, businesses contribute to social welfare by providing goods and services sought by consumers, generating employment, and paying taxes to fund public services.
These benefits are inherent to doing business, but do not make business a social enterprise. On the other hand, when businesses undertake actions with the explicit purpose of generating social value, they enter the realm of social enterprise. Such actions have the potential to generate a large number of different benefits for companies, ranging from consumer appeal to improved government relations, new product development, knowledge of the market, in addition to success in employee recruitment, motivation, and retention. Reading: Alvord, Sarah H.
David David and Letts, Christine W. Fast Company, Issue , December Other recommended Readings and resources: Mosher-Williams, Rachel Editor , "Research on social entrepreneurship: understanding and contributing to an emerging field". Although such strategies are often not implemented in their entirety, they nevertheless help an organization know where it is in relation to where it would like to go.
Strategy in Social Enterprise. Chapter 3 in Effective Management of Social Enterprises. Other recommended Readings and resources: Oster, Sharon M. Strategic Management for Nonprofit Organizations. Oxford University Press Social entrepreneurship accountability encompasses economic reporting and transparency, but also entails project evaluation processes to measure mission accomplishment. For accountability to be feasible, social enterprises need to have competent governance bodies, executive boards and trustees. In social enterprises, board members or trustees are accountable for organizations' achievements and failures - they are also in charge of setting strategic goals.
If these bodies do not operate effectively, social enterprises may easily drift away from their missions. Accountability Elements in Nonprofits. Chapter 5 in Nonprofit Organizations. Challenges and Collaboration. Palgrave Macmillan, forthcoming April Case: Annual Reports Exercise explain in case, due 22nd February. Consequently, it is fundamental to study the form by which resources are attracted and generated in order to be channelled to social enterprises, mainly in the case of the private sector.
Equally, there are cross-sector lessons that can be adapted from one sector to another in order to maximize the creation of social and economical value. While for companies the benefits drawn from the creation of social value SV through strategic social enterprise can boost the creation of economic value EV , in the case of nonprofits the opposite is the case, since the creation of EV, through market mechanisms, can enhance the generation of SV.
Increasing competition, more domestic and international pressure to be transparent and changing societal expectations, demands in sustainable development, make it impossible for companies to operate without being in close contact with those around them. Among companies, there has been a sharp increase in stakeholder engagement activities as they have come to realize that people or groups outside the core areas of influence can also be stakeholders.
The traditional circle of stakeholders has expanded. Previously, the principal groups were shareholders, employees, suppliers, customers, contractors, authorities, media, the financial and the direct community. This group has now grown to embrace a wider range of actors such as, NGOs, environmental groups, global institutions, and many more. Volume 2: The Practitioner's Handbook on stakeholder engagement. October There is a urgent need to strengthen the managerial capacity of leaders of non-governmental organizations NGOs that are key implementers of socioeconomic change and betterment.
In class we will explore some of the major challenges and opportunities that social entrepreneurs in the nonprofit world face today. The first stems from the notion of returning a share of profits to society -this notion recognizes that society has contributed to companies- profitability. The second one, instead, relates to the desire to donate a share of company profits - which does not entail an acknowledgement of society's contribution, but a strictly generous offering to society. Social entrepreneurs are usually enabled by the first driver, whereas individual donations generally originate in the second one.
Reading: Ashridge. Case: Inditex: Outsourcing in Tangers. Overview of sustainable development and business: II. The international legal framework of sustainable development: III. Case: The Forest Stewardship Council. Indeed, many people wonder why so many of them work in similar fields. NGOs will strengthen their positioning if they collaborate in joint projects. This cooperation should also include activities with public administrations and business companies. All organizations -public, private, for profit or nonprofit alike- operating in a single territory may provide solutions for specific conflicts.
Relating to other NGOs, public administrations and companies constitutes an ongoing challenge for most of the current third sector. Conditions seem to have improved sufficiently for this type of collaboration to blossom. In many areas of public administration, public-private confrontational stances appear to have faded away. Now the focus is on getting things done - with the highest quality results possible. More and more companies are incorporating social responsibility into their modus operandi in an attempt to repay society for its opportunities.
Most of the associative world has overcome the misguided charitable and patronizing models of the past and is currently working with their specific values, striving to accomplish true social improvements. Naturally, there is still a long way to go. Unquestionably, in order to move towards this threefold cross-sector collaboration, bilateral collaborations -between public administrations and nonprofits and between companies and nonprofits- should continue in the future.
However, it is also necessary to build trust in all three sectors. Trust develops, partly, from interpersonal relationships. Public, private and nonprofit workers should reach out to their peers in other sectors, trying to understand their realities. The stereotypes coined by society -public officials, yuppies, and missionaries- should be left behind, since they prevent people from coming together. Finally, it is necessary to understand that promoting threefold collaborations may, in the long run, undermine and eliminate the boundaries between the three sectors.
Soon we will find we are networking. A partir del modelo del C. Sumario: Tema 1. Valor y crecimiento. Tema 2. Tema 3. Operaciones de alto apalancamiento. Tema 4. Tema 5. Fundamentals of Corporate Finance. Irwin - Weston and Brigham. Managerial Finance. Dryden - Copeland Keller and Murrain. Valuation: Measuring and Managing the Value of Companies. The simulation will be run using figures from real life, so the participant will be obliged to pay atention to the economic situation and to the movements in currency markets.
Methodology: A real time simulation Assessment: The computer simulation will be continually assessed. He has provided strategy and financial advisory services to multinational companies for over 13 years. The learning methodology involves the discussion of real business cases, therefore it demands that students have thoroughly prepared the materials, previous to the session, and have a proactive attitude towards class participation.
Value: valuation methodologies for different situations and buyers 4. Price: the negotiation 5. Financing the transaction 6. Lectures, complemented by compulsory and optional reading materials, will lay out the framework, providing the necessary information, financial techniques and tools. Students will be required to prepare the cases beforehand and actively participate in the class and group discussions.
Observations: The reading of assigned materials prior to each session is expected. Students might be coldcalled at any time during the course to present their views. Although case-preparation is a group effort, each individual has to adequately prepare the materials before meeting in the group. Class attendance and participation in case discussions is critical to the learning process.
Team-work, communication and presentation skills, as well as computer literacy are taken for granted. As such, the only prerequisite for the course is completion of the first year core courses. The course is not "technical" in nature, even though some numbers must be analyzed. Students must be willing to think conceptually, and to critically apply and integrate their knowledge from several functional areas.
Objectives: Management control systems are a major way by which managers in decentralized firms assure that business goals are effectively implemented. Elements of formal management control systems include resource allocation, budgeting, performance measurement, transfer pricing, and evaluation and rewards. The course is appropriate not only for those who expect to be directly in charge of the design of management control systems, but also for any prospective manager who will be responsible for strategy implementation and, as a result, will have to manage others or be managed within a certain management control system.
Summary: Students taking this course will learn to - assess the relationship between an organization's strategy and its management control system. Critique these elements, and redesign them, when necessary, so that they are more effective and efficient in helping an organization achieve its strategy. It is expected that students thoroughly prepare and analyze the pre-assigned readings and cases prior to class.
Management Control Systems 12th ed. P: The strategy-focused organization. Harvard Business School Press. Objectives: The objective of the course is to provide students with a sound knowledge of the basic derivatives: forwards, futures and options. Each derivative product is analyzed in deep, its specifications and basics of valuation. The course focus on how to use each product for risk management, and the risk involved in the derivatives. An introduction to the structured products in the market will allow students to understand the wide range of derivatives as investment and hedging instruments.
Summary: The course focuses on futures and options as risk management instrument and investment instruments. The course starts from the basic definition of Forward contracts and their use for speculation and hedging. The arbitrage as the instrument for derivatives pricing is introduced, the key determinants in Forward prices arise as a result.
Arbitrage for the valuation of Stocks and Currency Forward is analyzed in deep as an illustration. Forward contracts open naturally the way to Futures Market. The Futures market organization is studied. The real commodities futures market, and the indexes futures market are used as reference markets. The risk of futures for speculation is analyzed.
The potential use of futures for risk management is studied through stylized cases. The basis risk and the potential liquidity risk derived from the use of futures as a risk management instrument are illustrated in the cases. Options are introduced from the basics: Definition of Calls and Puts, premium determinants, real organized markets and jargon. Speculation strategies to maturity are studied with a double purpose: to understand their potential, and to allow students to develop skills with options flexibility. Option valuation is introduced through Black and Scholes as an exact pricing and the Call Put Parity as relative valuation.
The flexibility of options as risk management instrument and it comparison with futures is studied through a case. The course concludes by analyzing the multiple Structured Products offered in the market. We analyze them in terms of their derivatives components and their pricing. Methodology: Class sessions consist of professor lecture and a small part of practice.
The material for the class is a set of slides for each topic that will guide the professor's lecture and an exercises collection. Students are encouraged to have MacDonald book as a reference book for the class. The exercises collection is distributed by topics. Students are expected to use the collection exercise to practice outside the class. Homework based in this collection will be graded by the teacher assistant in a regular basis.
Two cases are planned during the course. The cases will be solved in groups. After class discussion each group will handle a summary report about the case. As a support for the lectures the teacher assistant has two tutorials planned for the total class. They are not mandatory. Under demand more tutorials can be provided. Cases will be solved in groups. Forward Contracts 2. Futures Markets 3. Hedging and Speculation with Futures 4. Metallgesellschaft Case 5. Capitalismo Y Subjetividad Obrera. Claves De La Economia Mundial. Temario Vol. Iso PDF Download.
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Europa, S. Aplicaciones Profesionales Y De Empresa. Finanzas Basicas Con Excel. Gestin De Proyectos Editoriales. Guia Practica De Tesoreria. Historia Economica. Interpretacion De Planos. Edicion PDF Download. La Venta De Si Mismo. Economia PDF Download. Y Organizaciones 2. Certificados De Profesionalidad. Marketing En Restauracion Ciclos Formativos.