martes, 15 de febrero de 2011

REFLEXIÓN


¡Yo siempre digo! que todos los días se aprende algo nuevo, y ¡aprendí! mas que a utilizar un simple diccionario, aprendí como la tecnología y la información nos facilita el trabajo, no tenemos que ser unos expertos en un área, ni tener toda la información, solo debemos saber dónde está y como utilizarla. Teniendo el poder del conocimiento abriremos nuevos caminos para descubrir nuevos mundos.

REFLEXIÓN



¡Yo siempre digo! que todos los días se aprende algo nuevo, y ¡aprendí! mas que a utilizar un simple diccionario, aprendí como la tecnología y la información nos facilita el trabajo, no tenemos que ser unos expertos en un área, ni tener toda la información, solo debemos saber dónde está y como utilizarla. Teniendo el poder del conocimiento abriremos nuevos caminos para descubrir nuevos mundos.

lunes, 14 de febrero de 2011

UNIDAD IV. PATRONES DE ORGANIZACIÓN DE UN PÁRRAFO.


1. Seleccione un texto relacionado con su área de experticia.
         Lea el texto y extraiga las definiciones.
Before a project schedule can be created, a project manager should typically have a work breakdown structure (WBS), an effort estimate for each task, and a resource list with availability for each resource. If these are not yet available, it may be possible to create something that looks like a schedule, but it will essentially be a work of fiction. They can be created using a consensus-driven estimation method like Wideband Delphi. The reason for this is that a schedule itself is an estimate: each date in the schedule is estimated, and if those dates do not have the buy-in of the people who are going to do the work, the schedule will be inaccurate.
In many industries, such as engineering and construction, the development and maintenance of the project schedule is the responsibility of a full time scheduler or team of schedulers, depending on the size of the project. And though the techniques of scheduling are well developed, they are inconsistently applied throughout industry. Standardization and promotion of scheduling best practices are being pursued by the Association for the Advancement of Cost Engineering (AACE), the Project Management Institute (PMI). In some large corporations, scheduling, as well as cost, estimating, and risk management are organized under the department of project controls.
Many project scheduling software products exist which can do much of the tedious work of calculating the schedule automatically, and plenty of books and tutorials dedicated to teaching people how to use them. However, before a project manager can use these tools, he or she should understand the concepts behind the WBS, dependencies, resource allocation, critical paths, Gantt charts and earned value. These are the real keys to planning a successful project.

Ejercicio#2. Unidad IV: Patrones de Organización de un Párrafo
Seleccione otro texto relacionado con su área de experticia y extraiga los marcadores de discurso, diga si son de secuencia u ordenamiento del tiempo.
Stephen R Covey - Biography
Dr Stephen R Covey was born in 1932. He lives with his wife, Sandra, and their family in Utah; in the Rocky Mountains. Covey achieved international acclaim, and is perhaps best known, for his self-help book The 7 Habits of Highly Effective People. which was first published by Simon & Schuster in 1989 and has sold around 12 million copies word-wide.
Covey has a Harvard MBA and has spent most of his career at Brigham Young University, where he was professor of organisational behaviour and business management. In addition to his MBA, he also has a doctorate which he completed whilst at Brigham Young University. Dr. Stephen R Covey has received the Thomas More College Medallion for continuing service to humanity and has additionally been awarded four honorary doctorate degrees.
Stephen is also a co-founder of the Franklin-Covey organization, which specialises in the application of Covey's principle-centred approach to leadership and management. He is widely acknowledged as one of the world's leading authorities on the subject of time-management. Thousands of organizations across the world, including many of the Fortune 500 companies, have adopted his innovative techniques on leadership, teamwork, and customer-focused service. His best-selling book on time-management, First Things First, co-authored with A. Roger & Rebecca R. Merrill, according to Simon & Schuster is the best-selling time management book ever.
The seven principles he presents in the 7 Habits are not original thoughts - he does not claim to have originated the ideas but simply to have found a framework and a language for articulating the time-less principles embedded into the seven habits. The 7 habits are to be found, he says, in all the major world religions. He believes the principles themselves to be 'self-evident', that is, 'you cannot really argue against them'. His view is that all highly effective people, and enduringly effective organizations, have utilised the 7 habits, to a greater or lesser extent, to sustain their success.
Covey says that the 7 habits are 'common knowledge' but, he adds, are not necessarily 'common practice'. In fact, it could be argued that the habits actually run counter to basic human nature. By our nature, we are reactive creatures and we are inclined to act mainly out of self-interest. But we are also as human beings capable of much higher thoughts and actions and by working hard to internalize the 7 habits we are able to develop a proactive attitude. By so doing, we can take charge of our own destinies and we are capable of exerting influence on other people for the collective good.
Marcadores de Tiempo
Ver resaltados en amarillo
Tipo de texto
Biografía de Stephen R Covey - Biography
Idea general del párrafo
EL texto habla de los 7 habitos para la gente efectiva y que estos habitos existen en la personas comunes, solo hay que practicarlos para desarrollarlos, el autor comenta que no es un descubridor de estas siete practicas, sino mas bien que que las quiere enmarcar en un lenguaje util y que las personas en una organización las utilizado en un menor o mayor grado.
Tomado de: http://www.whitedovebooks.co.uk/7-habits/stephen-covey.htm

domingo, 13 de febrero de 2011

UNIDAD III. APROXIMACIÓN AL TEXTO

UNIDAD III. APROXIMACIÓN AL TEXTO
TÉCNICAS DE LECTURA: PREDICCIÓN, DEDUCCIÓN, SCANNING Y SKIMMING (INGLES INSTRUMENTAL)

Ejercicio#1. Unidad III. Predicción, deducción, Skimming


1.- Seleccione un texto que tenga una imagen.


Advanced Solutions and Modern Accounting

Why Jamsheed Accounting and Management System?

Effective management and accurate accounting are considered the backbone of any successful investment in light of the fast-track developments in the business sector worldwide. Therefore, when designing Jamsheed Accounting and Management System, we endeavored to provide the best solution and the ultimate answer to all your administrative and accounting needs. The system is characterized by its easy operability and high flexibility levels that meet the needs of the various commercial, industrial, service and construction entities. 

2.- Observe la imagen y conteste las siguientes preguntas:
2.1-            De acuerdo al título y la imagen, ¿cuál cree usted que es el tópico que está a punto de leer?
De soluciones avanzadas y contabilidad moderna.
2.2-            ¿Cuál es la idea general del texto?
Un sistema de administración de contabilidad que aporta soluciones a la industria, a sector de servicio o de construcción y que se caracteriza por su fácil operatividad.
2.3-            ¿Que palabras se repiten?
Accounting
Management
 System
Solutions
2.4-            ¿Que palabras se parecen al español? Effective, considered, investment, sector, system, provide, solution, ultimate, administrative, characterized, operability, flexibility, various commercial, industrial, service, construction.

2.5-            ¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
Advanced Solutions and Modern
Management System
2.6-            ¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.
El texto trata de de una administración efectiva y una contabilidad exacta es la columna vertebral de cualquier inversión, por lo que un sistema de administración de contabilidad que aporta soluciones a la industria, a sector de servicio o de construcción y que se caracteriza por su fácil operatividad.

Ejercicio#2. Unidad III. Predicción, deducción, Skimming
 
1.        Seleccione un texto  y escribe 4 preguntas puntuales sobre fechas, sitios, etc (utiliza una biografía referente a algún autor de tu área de experticia).
Biography Management
Chairman, chief executive officer, and president, Consolidated Edison Company of New York
■ Eugene McGrath was the chairman and chief executive officer of Consolidated Edison Company of New York, the largest utility in one of the largest urban metropolitan areas in the world, New York City. A native New Yorker, McGrath spent his entire professional career with Con Edison. He joined the company in 1963 immediately after receiving his bachelor's degree in mechanical engineering from Manhattan College. McGrath started his career with Con Edison as an engineer and management trainee in the operating and customer-service divisions. Moving into management, McGrath became responsible for running fossil-fuel and nuclear power plants. He moved progressively into more responsible positions, earning a promotion to vice president in 1978; in 1981 he was made senior vice president, in 1982 executive vice president. McGrath was named president and chief operating officer in 1989 and accepted the position of chairman and chief executive officer in 1990.
Eugene R. McGrath. ©
Ron Sachs/Corbis

Nombre:
Eugene R. McGrath

¿Qué nacionalidad tiene?:
 Americano. Nativo de de New York.

¿De qué se gradúo y donde?:
Egresado como ingeniero mecánico de la Universidad Manhattan

¿Cómo se llama la empresa donde trabaja y cuando ingreso?
 Ingreso en 1963 a Edison Company of New York

¿Qué cargos desempeño dentro de la compañia?
Encargado de la exploración de combustibles fósiles y plantas nucleares. Es promovido a vice presidente en 1978, a vice presidente senior en 1981, en 1982 a vice presidente ejecutivo, es nombrado presidente de operaciones en 1989 y acepta la posición presidente y consejero en 1990.

Read more: Eugene R. McGrath 1942— Biography - Management under crisis, Management style and philosophy, Civic involvement, Sources for further information http://www.referenceforbusiness.com/biography/M-R/McGrath-Eugene-R-1942.html#ixzz1DgeSE6vA

UNIDAD II. ESTRUCCTURA DE LA ORACIÓN


2. Directing Style
Sometimes a situation will call for a direct style of management. Perhaps a tight deadline looms, or the project involves numerous employees and requires a top-down management approach. Here, a manager answers five questions for the employees: What? Where? How? Why? and When? Let them know what they need to do, how they’re going to do it, and when they must be finished.

This style may seem cold and impersonal, but you still have an opportunity to be a motivating and accessible manager. For example, when you assign roles and responsibilities, provide helpful tips or share experiences you encountered with a similar project.
With this style, don’t be afraid to set specific standards and expectations. Your communication, therefore, must be detail-oriented, unambiguous, and free of buzzwords and jargon. You also need to set clear, short-term goals like, “Your goal is to complete three reports a day.”
In addition, be willing and able to make decisions quickly. Midway through a task, for example, you may direct someone to switch from doing one thing to another. Let your people know from the outset that this may occur; it will help them transition more smoothly. Make sure, as well, to reward and recognize jobs well done.
Ejercicio#1. Unidad II. A la oración, indicar nucleo de la Frase Verbal y nominal, pre y pos modificadores y tiempo verbal.
This style may seem cold and impersonal, but you still have an opportunity to be a motivating and accessible manager
This = Pre modificador
style = Núcleo de la frase nominal
This style = Frase nominal
may seem = Núcleo de la Frase Verbal; Tiempo verbal compasivo vos pasiva con
may seem cold and impersonal, but you still have an opportunity to be a motivating and accessible manager. = Frase Verbal
Ejercicio#2. Unidad II. A la oración, indicar nucleo de la Frase Verbal y nominal, pre y pos modificadores y tiempo verbal.
Your communication, therefore, must be detail-oriented, unambiguous, and free of buzzwords and jargon.
Your = Pre modificador

communication = Núcleo de la frase nominal
This = Pre modificador
Therefore = Pos modificador
This style may seem = Frase nominal
must be detail-oriented = Núcleo de la Frase Verbal; Tiempo verbal presente simple
must be detail-oriented, unambiguous, and free of buzzwords and jargon. = Frase Verbal

IDEA PRINCIPAL DEL PARRAFO (Ejercicio #2, Unidad II. Ingles Instrumental)
El párrafo tomado de los tres tipos de estilos de gerentes efectivos, no dice como debe ser el estilo de un gerente directivo, este estilo se necesita colocar planes ajustados al hacerles saber a los empleados lo que necesitan hacer, como van hacerlo y cuando deben terminar. Este estilo parece frio, calculador o impersonal pero se puede ser motivador y accesible asignándoles a los empleados roles y responsabilidades, brindarles consejos útiles o compartir experiencias de proyectos anteriores.
En este estilo se deben establecer normas específicas y expectativas. La comunicación debe ser sin ambigüedades y libres de palabras de moda o no acordes. Se deben establecer objetivos claros a corto plazo.
También se debe estar dispuesto a tomar decisiones rápidamente a mitad de una tarea y dejar que su personal sepa que esto pueda ocurrir, y asegurarse de recompensar y reconocer los trabajos bien hechos.

Tomado del articulo “Three Effective Management Styles

http://smallbusiness.dnb.com/human-resources/workforce-management/11438-1.html