REFLEXIÓN.

Este curso fue algo distinto a lo que comúnmente estoy acostumbra, pero fue una experiencia positiva, aprendí a usar otra herramienta que nos brinda la tecnología aunado al hecho que de que se nos enseño a como darle sentido a las oraciones en ingles, usando los recursos dados.

En las clases en el salón  se nos facilito la información  necesaria para comprender los textos y una vez aprendido esto en el laboratorio usábamos el blog para plasmar lo aprendido en clases. El material usado para las clases fue apropiado y efectivo ya que utilizamos todos los recursos que teníamos para aprender de manera dinámica, tanto presentaciones, computadoras,  etc. El uso del blog fue una experiencia única, fácil ya que es de mucha utilidad en nuestro postgrado.  Los compañeros de clases  son colaboradores, dispuestos a brindar ayuda necesaria, cuando más la necesite, gracias.  Seguiré leyendo artículos en ingles con la finalidad de ejercitar lo aprendido, en cuanto a la compresión de lecturas.  Para los siguientes cursos sugiero que las clases sean todas en laboratorio.

TALLER 2. UNIDAD 3 Y UNIDAD 4

TALLER 3 Y 4

UNIDAD 3

Técnicas de lectura: predicción, scanning, skimming.

Texto

Environmental management is not, as the phrase could suggest, the management of the environment as such, but rather the management of interaction by the modern human societies with, and impact upon the environment. The three main issues that affect managers are those involving politics (networking), programs (projects), and resources (money, facilities, etc.). The need for environmental management can be viewed from a variety of perspectives. A more common philosophy and impetus behind environmental management is the concept of carrying capacity. Simply put, carrying capacity refers to the maximum number of organisms a particular resource can sustain. The concept of carrying capacity, whilst understood by many cultures over history, has its roots in Malthusian theory. Environmental management is therefore not the conservation of the environment solely for the environment's sake, but rather the conservation of the environment for humankind's sake.^{[citation needed]} This element of sustainable exploitation, getting the most out of natural assets, is visible in the EU Water Framework Directive.

Environmental management involves the management of all components of the bio-physical environment, both living (biotic) and non-living (abiotic). This is due to the interconnected and network of relationships amongst all living species and their habitats. The environment also involves the relationships of the human environment, such as the social, cultural and economic environment with the bio-physical environment.

As with all management functions, effective management tools, standards and systems are required. An 'environmental management standard or system or protocol attempts to reduce environmental impact as measured by some objective criteria. The ISO 14001 standard is the most widely used standard for environmental risk management and is closely aligned to the European Eco-Management and Audit Scheme (EMAS). As a common auditing standard, the ISO 19011 standard explains how to combine this with quality management.

Seleccione un texto que tenga una imagen. Observe la imagen y conteste las siguientes preguntas.    De acuerdo al título y la imagen.

¿Cuál cree usted que es el tópico que está a punto de leer?

Sobre el ambiente

¿Cuál es la idea general del texto?

La gestión ambiental es la gestión de la interacción de las sociedades modernas y el impacto sobre el ambiente.

¿Qué palabras se repiten?

Environmental, management, interaction, capacity, components.

¿Qué palabras se parecen al español?

Interaction, capacity, human, programs, cultures, history

¿Cuáles son las palabras en negritas, el titulo, subtitulo o gráficos que te ayudan a entender el texto?

Environmental management,

¿De qué trata el texto?

La gestión ambiental como interacción entre las sociedades y el medio ambiente, recursos, políticas, proyectos, y recursos (instalaciones, dinero), conlleva a   la conservación del medio ambiente por el bien de la humanidad. Implica la la gestión de todos los componentes del medio ambiente bio-físico, tanto vivos (bióticos) y no vivos (abióticos). Esto se debe a la interconexión y la red de relaciones entre todas las especies vivas y sus hábitats.

UNIDAD 4

Patrones de organización de un párrafo

a.    Seleccione un texto relacionado con su área de experticia. Lea el texto y extraiga

Texto

CHANGE MANAGEMENT

Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. In project management, change management refers to a project management process where changes to a project are formally introduced and approved.

 Examples of Organizational Change

1. Missionary changes
2. Strategic changes
3. Operational changes (including Structural changes)
4. Technological changes
5. Changing the attitudes and behaviors of personnel

As a multidisciplinary practice that has evolved as a result of scholarly research, Organizational Change Management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan.

Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects.

Successful change management is more likely to occur if the following are included:

1. Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work.
2. Effective Communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc).
3. Devise an effective education, training and/or skills upgrading scheme for the organization.
4. Counter resistance from the employees of companies and align them to overall strategic direction of the organization.
5. Provide personal counseling (if required) to alleviate any change related fears.
6. Monitoring of the implementation and fine-tuning as required.

organizational and personal change management, process, plans, change management and business development tips

Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to themselves, they're thinking, "No bloody chance mate, if you think I'm standing for that load of old bollocks you've another think coming…" (And that's just the amenable types - the other more recalcitrant types will be well on the way to making their own particular transition from gamekeepers to poachers.)

Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.

Las definiciones

La gestión del cambio es un enfoque estructurado para cambiar / la transición de los individuos, equipos y organizaciones de un estado actual a un estado futuro deseado. Se trata de un proceso de organización destinados a potenciar a los empleados a aceptar y adoptar cambios en su ambiente de negocios actual. En la gestión de proyectos, gestión del cambio se refiere a un proceso de gestión de proyectos donde los cambios a un proyecto son formalmente presentado y aprobado.  Los cambios organizacionales involucran: los cambios estratégicos, cambios operacionales, cambios tecnológicos, cambio en las actitudes y comportamientos del personal.

Marcadores de definición

·       Is

·       By this

b. Seleccione otro texto relacionado con su área de experticia y extraiga las palabras de secuencia u ordenamiento del tiempo.

Texto

HISTORY OF HUMAN RESOURCE MANAGEMENT

Some of human resource management's vital principles were used in prehistoric times. Like, mechanisms being developed for selecting tribal leaders. Knowledge was recorded and passed on to the next generation about safety, health, hunting, and gathering. 1000 B.C to 2000 B.C saw the development of more advanced HR functions. The Chinese are known to be the first to use employee screening techniques, way back in 1115 B.C. And turns out it was not Donald Trump who started "the apprentice" system. They were the Greek and Babylonian civilizations, ages before the medieval times.

HRM has seen a lot of nick naming in its age. Since it was recognized as a separate and important function, it has been called "personnel relations" then it evolved to "industrial relations", then "employee relations" and then, finally, to "human resources". I strongly believe, that human resources is the most apt name for it. It, quintessentially, proves the importance of the human beings working in the organization.

With the Industrial Revolution, came the conversion of the US economy from agriculture-based to industry-based. This led them to require an extremely well-organized structure. Further, this led them to recruit a lot of people. More so, the industrial revolution brought in maddening amounts of immigration. Again, to create employment for all the immigrants, recruitment and management of the recruited individuals gained vitality. As such, there was a blaring need for Human Resource Management.

Early human resource management, in general, followed a social welfare approach. It aimed at helping immigrants in the process of adjusting to their jobs and to an "American" life. The main aim behind these programs was to assist immigrants in learning English and acquiring housing and medical care. Also, these techniques used to promote supervisory training to ensure an increase in productivity.

With the advent of "labor unions" in the 1790's, the power in the hands of the employees multiplied considerably and increased at a rapid pace by the 1800s and furthermore in the 1900s. This led to the HR department being more capable of politics and diplomacy. The two feats that were quintessential to the importance of HR were; the fact that it was the HR department that got the management and the labor unions to come on common grounds. They basically worked on getting the management to see things from the labor perspective and grant them medical and educational benefits. The other would be Frederick W. Taylor's (1856-1915) Scientific Management. This book had tremendous impact on attaining better productivity from low-level production workers.

Marcadores de Tiempo

·         First

·         Finally

·         1790’s

Idea General

Desde la prehistoria la gestión de recursos humanos, cuando el conocimiento fue grabado acerca de la seguridad, salud, la caza y la recolección, luego en 1000aC a 2000aC se dsesarrollaron las funciones más avanzadas de recursos humanos.  Los chinos son conocidos por ser los primeros wen utilizar técnicas de detección de empleados  por el siglo 115 aC, además  fueron la civilización griega y la Babilonia, siglos antes de la época medieval. La Gestión de recursos humanos  a cambiado de nombre desde "relaciones con el personal" y luego evolucionó a "las relaciones laborales", luego "relaciones con los empleados" y, a continuación, por último, a los "recursos humanos". Es, por excelencia, demuestra la importancia de los seres humanos que trabajan en la organización.

UNIDAD IV. PATRONES DE ORGANIZACIÓN DE UN PARRAFO

 Project Management

Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects.

A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget.^[1] The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

History

Project management has been practiced since early civilization. Until 1900 civil engineering projects were generally managed by creative architects and engineers themselves, among those for example Vitruvius (1st century BC), Christopher Wren (1632–1723) , Thomas Telford (1757–1834) and Isambard Kingdom Brunel (1806–1859).^[6] It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex engineering projects.

Henry Gantt (1861-1919), the father of planning and control techniques.

As a discipline, Project Management developed from several fields of application including civil construction, engineering, and heavy defense activity. Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,^[9] who is famous for his use of the Gantt chart as a project management tool; and Henri Fayol for his creation of the 5 management functions which form the foundation of the body of knowledge associated with project and program management.^[10] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.

DEFINICIONES Y MARCADORES DE DEFINICIÓN

La Gestión de proyectos es la disciplina de la planeación, organización, seguridad, administración de recursos, para lograr objetivos específicos de un proyecto de manera exitosa.

MARCADORES DE DEFINICIÓN

·        Is

·        That is

·        Are

MARCADORES DE TIEMPO  

·        Since early

·        Until

·        In the

IDEA GENERAL DEL TEXTO

La gestión del proyecto se ha practicado desde principios de la civilización. Hasta 1900 los proyectos de ingeniería civil fueron gestionados generalmente por arquitectos e ingenieros creativos propios.  Los  padres de gestión de proyectos son Henry Gantt, llamado el padre de las técnicas de planificación y control, que es famoso por su uso del diagrama de Gantt como una herramienta de gestión de proyectos, y Henri Fayol por su creación de las 5 funciones de gestión que forman la fundación del cuerpo de conocimientos relacionados con la gestión de proyectos y programas.