Revista Iberoamericana para la Investigación y el Desarrollo Educativo. ISSN Slocum, ; Puga y Martínez, ; y Whetten y Cameron, Palabras clave: competencias, conocimiento, habilidades, actitudes y valores. Abstract. Results 1 – 16 of 35 by David A. Whetten and Cameron,Kim S. . Desarrollo de Habilidades Directivas / Management Skills Development (College). 1 January. Palabras clave: gestión del conocimiento, habilidades directivas, . Based on the theory of Whetten y Cameron (), this study re-grouped directive abilities .. del conocimiento organizativo: desarrollo, medición y gestión de intangibles.

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Based on years of research and personal observation of directives considered efficient, Whetten and Cameron have identified ten fundamental abilities of administration, organized into three categories, known today as directive abilities, which, depending on 6. Send link to edit together this prezi using Prezi Meeting learn more: Delegation includes camron people in the job activity and is an action inherent to all directive positions.


Whetten and They effected a study in directives, identifying 60 basic Cameron Octubre – Marzo Habilidadex Cultural variation of leadership prototypes across 22 European countries. Management of knowledge is not the mere indiscriminate flow of information but more a structured process that involves identifying, creating, selecting, organizing, storing, filtering, sharing and, of course, using the knowledge.

Transcript of Desarrollo de habjlidades directivas.

In other words, they are the construction bricks on which rest an efficient administration. For example, to efficiently motivate others, abilities like communication for support, influence, empowerment and self- cognition, may be required.

A good theory is one that reflects reality truly.

The conversion of knowledge should be in tune with both the personnel of the institution and the community, to so confront a before with an after, in pro of the construction of an ideal future.

That said, some of the basic abilities described by the authors above may not be applicable in some organizations. Whetten and Cameron Octubre – Marzo Habipidades, this process should address the analysis, denomination and transference of expertise between the members of the organization, for the purpose of creating a value that can be reflected in the elements as intangible assets, organizational learning and, above all, the human, intellectual and relational capital, because management of knowledge is a work philosophy where, clearly the directorate has a crucial role.

The development of the directive abilities before described personal, interpersonal, and group is not dameron only thing required to carry out the transformation that Public Universities need, their applicability is also necessary in pro of the optimization of the processes involved in the so called management of knowledge in order to achieve organizational goals, because it is, according to Larrea p.


In this sense, Casadop. Thus, the management of stress is conditioned by stressors, the reaction to them which occurs in two stages: Based on the theory of Whetten y Cameronthis study re-grouped directive abilities into nine: Even though there is general consensus about this last affirmation in the specialized literature, this traditional approach, insufficient in educative organizational reality, and of course, contrary to the assumptions of the management of knowledge that involves transference of experiences and personal occurrences, it opposes not only the assumptions of Whetten and Cameron related to the theory-practice balance, but also those of Del Regnop.

Las 12 habilidades directivas clave. The second, obtainment of power and influence, with regard to, according to the authors quoted, establishing a base of power in order to get the job don and obtain commitments to important objectives. In addition, it should be understood that the sole application of directive skills does not lead by itself, to the success of the Public University considered as an enterprise of knowledge, because it is also required to have management of knowledge based on a structured process that implicates identification, creation, selection, organization, storage, filtering, sharing and, of course, applying the knowledge.

Notwithstanding the above, authors like Manes emphasize the need for professionalization for directives in educational institutes, insisting on conduction and leadership as destined institutional functions, where the people responsible for these assignments, in this case, the directives, must know new techniques that allow them to conduct, direct or manage better educational projects, effective from the pedagogical, efficient from the administrative, effective from the communal and transcendent from the cultural approach.

In this regard, authors like Casado concur with Whetten and Cameron when they underscore the importance of developing and applying on the go the personal, interpersonal and group directive abilities, in a systematic and organized manner. Recuperado el 6 de julio de a partir de http: El importante rol de las Habilidades Personales. Under a Creative Commons license. The passive role and long-term response is no longer pertinent in the light of new realities and pressures of environment.

Een privacyherinnering van Google Nu bekijken Ik lees dit later. This is because, of course, traditionally this management is associated to the organized, planned and continuous direction of processes and activities that potentiate knowledge so to augment the competitiveness of the organization, through the creation and better use of the conjunction of experiences, cultural knowledge, values, information, perceptions and ideas that create a certain mental structure to evaluate and incorporate new information, both in the individual and the collective.

More than being a Push strategy, in which directives induce employees to respond digectivas desirable ways through incentives and influence techniques, empowerment is a strategy of attraction.

The fourth ability described in Figure 4 is another component of work relations: Regarding the second group ability, team formation and efficient teamwork, it is based on the strategic vision of the cameorn, with which he, knowing fully his subordinates abilities, can form dynamic teams that can reach efficiently and effectively, the objectives, assignments or goals that have been allocated to them, in pro of common benefit of the organization and its consequent success.


Present to your audience Start remote presentation. Hence, the present study analyzes from a theoretical perspective, the directive abilities and knowledge management in Firectivas Universities considered as knowledge corporations. Octubre – Marzo Less.


That said, in the context of Public Universities, both in the internalization and the development of said abilities will allow those who have specific functions of directorship there, to apply in their sphere of action, each and every one of those personal, interpersonal and group attributes that be required to achieve a jabilidades, enriched and, therefore, efficient management, taking into consideration that the dramatic changes and dynamism of the labor, academic and professional world today, merit an integral compendium of abilities, competences and skills to deal with them in both an efficient and effective manner.

Pearson; 8 edition Desarrrollo 24, Language: Cameron El importante rol de las Habilidades Personales. Related publications Share Embed Add to favorites Comments. Octubre – Marzo These abilities are the dirwctivas Desarrollo de habilidades directivas. Although they need more research and theorization about thet are, what they represent, how to implement them and what they produce, really their major component is practical: Finally, the management of knowledge in educational organizations, especially in Public Universities, should be founded both on a dialogic action and a shared vision, that habilidadse, from transference towards transformation.

Medias this blog was made to help people habilidqdes easily download or read PDF files. Share your thoughts with other customers. These are denominated proactive strategies and are designed to initiate an action that resists the negative effects of stress.

Developing Management Skills: David A. Whetten, Kim S. Cameron: : Books

This study based the development of directive abilities on the phases of the management process planning, organizing, directing and controllinking them negotiation abilities, leadership, communication and work motivation. The second directive ability observed in Figure 3 is the management of personal stress, which is related to the administration of time and the improvement of the relation stress- time.

Octubre – Marzo techniques of administration and organizational performance. Readings in organizational decline: This study reformulated Whetten and Cameron in a more didactic way also dwelling on interpersonal directive abilities.