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sábado, 28 de agosto de 2010

Taller Final del Curso

Este taller final consisten en buscar articulo y realizar lo siguiente:

A. Categorias lexicales y uso del diccionario.

1. Selecciona un texto relacionado con tu area de interes. Identifica 3 palabras que no conoces.. agrega las abreviaciones.
2. Idea principal del texto (en español)
3. Categorias lexicales: (2 ejemplos por categoria)
•Palabras de contenido:
•Palabras de Función:
•Verbos:
•Adverbio:
•Adjetivo:
•Artículo:
•Preposiciones:
•Conjunción:
•Cognados verdaderos:
•Cognados Falsos:
•Sufijo:
•Prefijos:

B. Estructura de la oracion: (2 ejemplos)
Frase nominal
1.Nucleo de la frase nominal
2.pre modificadores- post modificadores

Frase verbal
1.Nucleo de la frase verbal
2.Tiempo verbal

C. Reflexion Final del curso (nueva entrada)

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A continuacion se presenta el articulo:
 
COMMUNITIES OF PRACTICE: A HISTORICAL VIEW
http://www.chris-kimble.com/KNICOP/Chapters/Introduction.html
 
Communities of Practice (CoPs) as a phenomenon have been around for many years but the term itself was not coined until 1991 when Jean Lave and Etienne Wenger used it in their exploration of Situated Learning (Lave and Wenger, 1991). Situated learning is learning that takes place through working practices, for example, an apprenticeship where an employee learns skills "on the job". The five examples that Lave and Wenger looked at in their book were Vai and Goa tailors, meat cutters, non-drinking alcoholics, Yucatan midwives and US Navy quartermasters. However, although all their examples were based around an apprenticeship model, they emphasised that CoPs are not restricted to apprenticeships.

Lave and Wenger (1991) saw the acquisition of knowledge as a social process where people can participate in communal learning at different levels depending on their level of authority or seniority in the group, i.e. whether they are a newcomer to the group or have been a member for a long time. Central to their notion of a CoP as a means of acquiring knowledge is the process by which a newcomer learns from the group; they term this process Legitimate Peripheral Participation (LPP).

LPP is both complex and composite and although Lave and Wenger saw LPP as an inseparable whole, it is helpful to consider the three aspects, legitimation, peripherality and participation separately. Legitimation refers to the power and the authority relations in the community. Peripherality refers to the individual's social rather than physical peripherality in relation to the community. This in turn is dependent on their history of participation in the group and the expectation of their future participation in and interaction with the community.

Thus, a new member of the community moves from peripheral to full participation in the community. Initially their activities may be restricted to simply gathering domain knowledge. Later the newcomer may become involved with gaining knowledge associated with the specific work practices of the community, for example in the case of tailors, it might be cutting basic shapes out of cloth. Gradually, as the newcomer learns, the tasks will become more complicated and the newcomer becomes an old-timer and is recognised as a source of authority by its members.


A. Categorias lexicales y uso del diccionario.


1. Selecciona un texto relacionado con tu area de interes. Identifica 3 palabras que no conoces.. agrega las abreviaciones.
R.-
apprenticeship /ə'prentəsʃɪp / /ə'prentɪsʃɪp/ sustantivo
aprendizaje m (de un oficio);
to serve an ~ in sth hacer(conj.⇒) el aprendizaje de algo

emphasised: emphasis /'emfəsəs / sustantivo (pl -ses /-si:z/ ) énfasis m;

seniority /si:n'jɔ:rəti /ˌsi:ni'ɒrəti/ n uncountable
a.(in rank) jerarquía f
b.(in length of service) antigüedad f

2. Idea principal del texto (en español)
R.- El texto trata sobre las comunidades de parctica, concepto  oroginado por Jean Lave y Etienne Wenger. De igual forma se estrablece el aprendizaje como estrategia basadas en la adquición de conocmiento.

3. Categorias lexicales: (2 ejemplos por categoria)
Palabras de Contenido: phenomenon, community.
Palabras de Función: around, although.
Verbos: takes, learns
Adverbio: separately, Initially.
Adjetivo: many, used.
Artículo: a, the.
Preposiciones: around, at.
Conjunción: and, that.
Cognados verdaderos: practices, exploration.
Cognados Falsos: seniority, newcomer.
Sufijo: separately, Initially.
Prefijos: inseparable, recognised.

B. Estructura de la oracion: (2 ejemplos)

Communities of Practice as a phenomenon have been around for many years but the term itself was not coined until 1991 when Jean Lave and Etienne Wenger used it in their exploration of Situated Learning.
Frase nominal: Communities of Practice as a phenomenon
Nucleo de la frase nominal: Communities
Pre modificadores: N/A
Post modificadores: of Practice as a phenomenon

Frase verbal: have been around for many years but the term itself was not coined until 1991 when Jean Lave and Etienne Wenger used it in their exploration of Situated Learning
Nucleo de la frase verbal: have been
Tiempo verbal: Presente Perfecto

Central to their notion of a Communities of Practice as a means of acquiring knowledge is the process by which a newcomer learns from the group; they term this process Legitimate Peripheral Participation
Frase nominal: Central to their notion of a Communities of Practice as a means of
Nucleo de la frase nominal: Communities
Pre modificadores: Central to their notion of a
Post modificadores: Practice as a means of 

Frase verbal: knowledge is the process by which a newcomer learns from the group; they term this process Legitimate Peripheral Participation
Nucleo de la frase verbal: acquiring
Tiempo verbal: Presente

C. Reflexion Final del curso (nueva entrada)

Toda etapa de nuestras vidas está llena desde que nacemos de procesos de aprendizaje que nos permiten generar conocimiento y evolucionar como seres humanos. Estos conocimientos, permiten adaptarnos como “organizaciones humanas” a los cambios que genera el entorno globalizado. En este sentido, el idioma es el principal medio de comunicación y transmisión de conocimiento. Por ello, considero la importancia del aprendizaje del lenguaje, en este caso el ingles, desde un punto de vista gramatrical que nos permita entender, analizar e interpretar lo expuesto en un texto.

En el presente curso, adquiri conocimientos importantes sobre la identificación de los elemetos que integran una oración en ingles, así como, saber diferenciar entre la idea principal y secundaria de un parrafo. Es impornte que este tipo de conocimientos sean profundizados mas en el proceso de transmición de conocimiento que se produce en todos los niveles academicos.

“Nosotros somos lo que pensamos. Todo lo que somos lo somos por nuestros pensamientos. Y con nuestros pensamientos, construimos nuestro mundo. ” Buddha

Ejercicio Unidad 4. Patrones de Organización de un Parrafo.

En la presente actividad se toma la misma biografia descrita anterioemente y se ubicaran:


Knowledge
http://en.wikipedia.org/wiki/Knowledge

Knowledge is defined by the Oxford English Dictionary as (i) expertise, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject; (ii) what is known in a particular field or in total; facts and information; or (iii) awareness or familiarity gained by experience of a fact or situation. Philosophical debates in general start with Plato's formulation of knowledge as "justified true belief." There is however no single agreed definition of knowledge presently, nor any prospect of one, and there remain numerous competing theories. Knowledge acquisition involves complex cognitive processes: perception, learning, communication, association and reasoning. The term knowledge is also used to mean the confident understanding of a subject with the ability to use it for a specific purpose if appropriate. See knowledge management for additional details on that discipline.

A)
Definición: expertise, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject
Marcadores de discurso: defined by, acquired by, is known, gained by, ability to, is.


*********************************************************************************

Bill Gates
http://en.wikipedia.org/wiki/Knowledge_economy

William Henry "Bill" Gates III, KBE[2] (born October 28, 1955) is an American business magnate, philanthropist, author and chairman of Microsoft, the software company he founded with Paul Allen. He is consistently ranked among the world's wealthiest people and was the wealthiest overall from 1995 to 2009, excluding 2008, when he was ranked third. During his career at Microsoft, Gates held the positions of CEO and chief software architect, and remains the largest individual shareholder with more than 8 percent of the common stock. He has also authored or co-authored several books.


Gates is one of the best-known entrepreneurs of the personal computer revolution. Although he is admired by many, a number of industry insiders criticize his business tactics, which they consider anti-competitive, an opinion which has in some cases been upheld by the courts (see Criticism of Microsoft). In the later stages of his career, Gates has pursued a number of philanthropic endeavors, donating large amounts of money to various charitable organizations and scientific research programs through the Bill & Melinda Gates Foundation, established in 2000.

Bill Gates stepped down as chief executive officer of Microsoft in January 2000. He remained as chairman and created the position of chief software architect. In June 2006, Gates announced that he would be transitioning from full-time work at Microsoft to part-time work and full-time work at the Bill & Melinda Gates Foundation. He gradually transferred his duties to Ray Ozzie, chief software architect and Craig Mundie, chief research and strategy officer. Gates' last full-time day at Microsoft was June 27, 2008. He remains at Microsoft as non-executive chairman.

B)
Marcadores de Tiempo: October 28, 1955, from 1995 to 2009, In the later,  established in 2000, January 2000, gradually transferred, last full-time day, June 27, 2008
Tipo de Texto: Narración.
Idea general del Parrafo: Es ofrecer una biografia sobre Bill Gates

Ejercicio Unidad 3. Aproximación al texto

Este entrada consiste en un articulo en ingles con una imagen que permita presentar diferentes estrategias de lectura para la comprensión de un texto con un nivel de dificultad básico e intermedio. Esta a su vez, se encuentra estructurada en (4) cuatro objetivos específicos:

1. Desarrollar destrezas en el uso de la técnica de predicción a través de un contexto dado.
2. Deducir el significado de palabras desconocidas.
3. Desarrollar destrezas en cuanto a la búsqueda de información general.
4. Desarrollar destrezas en cuanto a la búsqueda de información específica.



A continuaciòn el Articulo:

The Information Society / the Knowledge Society
http://vecam.org/spip.php?page=auteur&id_auteur=220&lang=fr&nemo=edm
Sally Burch

Do we live in an era of change or in a changing era? How can one characterize the deep transformations that come with the accelerated insertion of artificial intelligence and new Information and Communication Technologies (ICTs) in our present society? Is it a question of a new stage in the industrial society or are we entering into a new era? “Global village”, “technotronic era”, “post-industrial society”, “information society” or “information age”, and “knowledge society” are just a few of the terms that have been coined in an attempt to identify and understand the extent of these changes. But while the debate proceeds in the theoretical sphere, reality races ahead and communication media select the terms that we are to use.

The bottom line is: whichever term we use, it will be a shortcut that allows us to reference a phenomenon - be that present or future -, without having to repeatedly describe it; however, the selected term in itself does not define content. Content emerges from usage within a specific social context, which in turn influences perceptions and expectations, since each term brings with it a past and a meaning (or meanings), with its respective ideological baggage. It was therefore to be expected that any term used to designate the society in which we live, or to which we aspire, be the focal point of a dispute over meanings, backed by the varied opposing projects of society.

1.- ¿Cual cree usted que sea el topico de acuerdo a la imagen ?
R.- Sobre la sociedad de la información y del conocimiento, las computadoras y las redes.

2.- ¿Cual es la idea general del texto?
R.- En nombre de la sociedad en la que vivimos, apalancada por la evolución de los avances cientificos tecnologicos y su impacto en las percepciones y expectativas de los seres humanos

3.- ¿Qeé palabra se repiten?
R.- society, changes, era

4.- ¿Que palabra se parecen al español?
R.- society, transformations, accelerated, artificial, intelligence, Information, Communication, Technologies, identify, past.

5.- ¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayuden a entender el texto?
R.- The Information Society / the Knowledge Society

6.- ¿De qué trata el texto?
R.- El conocimiento la era moderna denominada sociedad de la información y del conocimiento, las transformaciones apalancadas por la inteligencia artificial y las nuevas Tecnologías de Información y Comunicación (TIC) en la sociedad actual

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A continuación en el presente texto se realiza el Scanning

Thomas H. Davenport
 http://en.wikipedia.org/wiki/Thomas_H._Davenport

Thomas H. Davenport (born October 17, 1954) is an American academic and author specializing in business process innovation and knowledge management. He is currently the President’s Distinguished Professor in Information Technology and Management at Babson College and Director of Research for Babson Executive Education and leads sponsored research programs on analytics, knowledge management, process management, and innovation.

Davenport has written, coauthored, or edited eleven other books, including the first books on business process reengineering and achieving value from enterprise systems, and the best seller, Working Knowledge (with Larry Prusak) (Davenport & Prusak 2000), on knowledge management. He has written more than one hundred articles for such publications as Harvard Business Review, MIT Sloan Management Review, California Management Review, the Financial Times, and many other publications. Davenport has also been a columnist for CIO, InformationWeek, and Darwin magazines.

In 2003, Davenport was named one of the world’s 'Top 25 Consultants' by Consulting magazine, and in 2005 was named one of the world’s top three analysts of business and technology by readers of Optimize magazine.[citation needed]

His newest book (coauthored with Jeanne Harris), Competing on Analytics: The New Science of Winning (Davenport & Harris 2007), provides guidelines for basing competitive strategies on the sophisticated analysis of business data, and highlights several firms that do so.

Preguntas Puntuales:
1. ¿Quien es y en que año nacio Davenport?
R.- born October 17, 1954. He is an American academic and author specializing in business process innovation and knowledge management.

2. ¿Que libros ha escrito Davenport?
R.- Davenport has written, coauthored, or edited eleven other books, including the first books on business process reengineering and achieving value from enterprise systems, and the best seller, Working Knowledge (with Larry Prusak) (Davenport & Prusak 2000), on knowledge management.

3. ¿Cuantos articulos ha escrito Davenport?
R.- He has written more than one hundred articles for such publications as Harvard Business Review, MIT Sloan Management Review, California Management Review, the Financial Times, and many other publications. Davenport has also been a columnist for CIO, InformationWeek, and Darwin magazines.


4. ¿Que reconocimientos ha recibido Davenport?
R.- In 2003, Davenport was named one of the world’s 'Top 25 Consultants' by Consulting magazine, and in 2005 was named one of the world’s top three analysts of business and technology by readers of Optimize magazine.[

jueves, 26 de agosto de 2010

Taller # 1

Este párrafo es realizado con la finalidad de realizar el Taller # 1 del taller de ingles instrumental. Estos párrafos consisten en la definición sobre conocimiento:


The definition of knowledge is a matter of on-going debate among philosophers in the field of epistemology. The classical definition, described but not ultimately endorsed by Plato [1], specifies that a statement must meet three criteria in order to be considered knowledge: it must be justified, true, and believed. Some claim that these conditions are not sufficient, as Gettier case examples allegedly demonstrate. There are a number of alternatives proposed, including Robert Nozick's arguments for a requirement that knowledge 'tracks the truth' and Simon Blackburn's additional requirement that we do not want to say that those who meet any of these conditions 'through a defect, flaw, or failure' have knowledge. Richard Kirkham suggests that our definition of knowledge requires that the belief is self-evident to the believer.[2]

In contrast to this approach, Wittgenstein observed, following Moore's paradox, that one can say "He believes it, but it isn't so", but not "He knows it, but it isn't so". [3] He goes on to argue that these do not correspond to distinct mental states, but rather to distinct ways of talking about conviction. What is different here is not the mental state of the speaker, but the activity in which they are engaged. For example, on this account, to know that the kettle is boiling is not to be in a particular state of mind, but to perform a particular task with the statement that the kettle is boiling. Wittgenstein sought to bypass the difficulty of definition by looking to the way "knowledge" is used in natural languages. He saw knowledge as a case of a family resemblance. Following this idea, "knowledge" has been reconstructed as a cluster concept that points out relevant features but that is not adequately captured by any definition.[4]

Disponible: http://www.answers.com/topic/knowledge

El taller consiste en:
1. Leer el texto completo.
2. Subrayar las palabras que no se entienden.

a. Endorsed: verbo transitivo
 (dar el visto bueno a) aprobar
 (respaldar) apoyar, abogar por

b. Sought: For the verb: "to seek"
Simple Past: sought
Past Participle: sought
(search for) (frml) ‹person/object› buscar(conj)
(try to obtain) ‹work/companionship› buscar(conj).

c. Engaged: adjetivo
(betrothed) prometido, comprometido (AmL);

d. Kettle: sustantivo
pava f or (Bol, Ur) caldera f or (Andes, Méx) tetera f

e. Boiling: adjetivo
1 hirviendo
2 muy caliente: it's boiling (hot), (comida) quema
(tiempo) hace un calor agobiante
I'm boiling, me estoy asando (de calor)

3. Cuál es la idea principal del texto.
La idea principal de texto es definir según autores que es el conocimiento.

4. Identificar el tiempo general del texto.
El tiempo del primer párrafo esta en presente y del segundo en pasado.

5. Identificar al menos dos (2), de las siguientes categorías lexicales.
a. Artículos: The, a
b. Sustantivos: philosophers, epistemology
c. Verbos: to say, to perform
d. Adjetivo: Engaged, boiling.
e. Adverbio: ultimately, allegedly
f. Proposiciones: about, by
g. Conjunciones: but, and.
h. Prefijos: correspond, reconstructed.
i. Sufijos: requirement, adequately.
j. Cognados falsos:
k. Cognados verdaderos: classical, languages.

6. Sacar 4 oraciones e identificar:
Núcleo
Frase Nominal :  Nucleo, Pre modificadores, Post modificadores
Frase verbal, Nucleo, Señalar el tiempo verbal


The definition of knowledge is a matter of on-going debate among philosophers in the field of epistemology. (tiempo verbal: PRESENTE)
Frase Nominal: The definition of knowledge
Pre modificadores: the, Post modificadores: of knowledge
Frase verbal: is a matter of on-going debate among philosophers in the field of epistemology
Nucleo: is

Tiempo verbal de la oración: presente.

The classical definition, described but not ultimately endorsed by Plato [1], specifies that a statement must meet three criteria in order to be considered knowledge: it must be justified, true, and believed.

Frase Nominal: The classical definition
Pre modificadores: the, Post modificadores: 
Frase verbal: described but not ultimately endorsed by Plato [1], specifies that a statement must meet three criteria in order to be considered knowledge: it must be justified, true, and believed.

Nucleo: described
Tiempo verbal de la oración: presente.


He goes on to argue that these do not correspond to distinct mental states, but rather to distinct ways of talking about conviction
Frase Nominal: He
Pre modificadores: , Post modificadores:
Frase verbal: goes on to argue that these do not correspond to distinct mental states, but rather to distinct ways of talking about conviction
Nucleo: goes
Tiempo verbal de la oración: pasado.

Following this idea, "knowledge" has been reconstructed as a cluster concept that points out relevant features but that is not adequately captured by any definition.
Frase Nominal: Following this idea, "knowledge"
Pre modificadores: Following this idea, "knowledge", Post modificadores: Following this idea, "knowledge"
Frase verbal: has been reconstructed as a cluster concept that points out relevant features but that is not adequately captured by any definition.
Nucleo: has been reconstructed
Tiempo verbal de la oración: pasado perfecto.

Unidad II: Ejercicio # 1

A continuación se presenta un articulo en Ingles en el cual se realizaran las siguientes actividades:




Knowledge management strategies that create value


By Leigh P. Donoghue, Jeanne G. Harris and Bruce E. Weitzman

There is no one-size-fits-all way to effectively tap a firm's intellectual capital. To create value, companies must focus on how knowledge is used to build critical capabilities.


A firm that had invested millions of dollars in a state-of-the-art intranet intended to improve knowledge sharing got some bad news: Employees were using it most often to retrieve the daily menu from the company cafeteria. The system was barely used in day-to-day business activities.


Few executives would argue with the premise that knowledge management is critical—but few know precisely what to do about it. There are numerous examples of knowledge-management programs intended to improve innovation, responsiveness and adaptability that fall short of expectations. Researchers at the Accenture Institute for Strategic Change have been exploring the roots of the problem and have developed a method to help executives make effective knowledge management a reality in their organizations.


Much of the problem with knowledge management today lies in the way the subject has been approached by vendors and the press. Knowledge management is still a relatively young field, with new concepts emerging constantly. Often, it is portrayed simplistically; discussions typically revolve around blanket principles that are intended to work across the organization. For example, companies are urged to emulate knowledge-management leaders such as British Petroleum and Skandia. And most knowledge-management initiatives have focused almost entirely on changes in tools and technologies, such as intranets and Lotus Notes.


These approaches have little relevance for executives contending with the day-to-day reality of running a company. Knowledge management is complex and multifaceted; it encompasses everything the organization does to make knowledge available to the business, such as embedding key information in systems and processes, applying incentives to motivate employees and forging alliances to infuse the business with new knowledge. Effective knowledge management requires a combination of many organizational elements—technology, human resource practices, organizational structure and culture—in order to ensure that the right knowledge is brought to bear at the right time.


Many companies have implemented sophisticated intranets, common repositories and other systems, largely ignoring the complex cultural issues that influence the way people behave around knowledge. By and large, those companies have seen little improvement in their ability to manage knowledge. Too often, companies implement state-of-the-art technology and then discover that culture and behavior are slow to change.


In short, simplistic solutions and "one-size-fits-all" approaches leave executives with little in the way of practical advice about how to transform the entire knowledge-management system. What's more, this fuzziness makes it difficult for executives to see a clear link between their knowledge-management investments and business value.


To help executives, the Institute has developed a framework that associates specific knowledge-management strategies with specific challenges that companies face. This Knowledge Management Framework is based on the premise that the focus should be placed on the way knowledge is used to build the critical capabilities a company needs in order to succeed—on the core processes and activities that enable it to compete. Enhancing a bank's know-how in evaluating credit risk, for example, should result in reduced loan losses; improving a consumer products company's understanding of customer preferences should increase its percentage of successful new products.

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A conitnuación de Indican dos parrafos en los cuales se destacan:

Núcleo:Verbo
Frase Nominal : Nucleo, Pre modificadores, Post modificadores
Frase verbal, Nucleo, Señalar el tiempo verbal




Few executives would argue with the premise that knowledge management is critical—but few know precisely what to do about it.
Frase Nominal: Few executives would 
Pre modificadores: Few, Post modificadores:  would
Frase verbal: argue with the premise that knowledge management is critical—but few know precisely what to do about it.

Nucleo: argue
Tiempo verbal de la oración: presente, condicional
Pronombre: that


Effective knowledge management requires a combination of many organizational elements—technology, human resource practices, organizational structure and culture—in order to ensure that the right knowledge is brought to bear at the right time.
Frase Nominal: Effective knowledge management
Pre modificadores: Effective, Post modificadores: management
Frase verbal: requires a combination of many organizational elements—technology, human resource practices, organizational structure and culture—in order to ensure that the right knowledge is brought to bear at the right time.
Nucleo: requieres
Tiempo verbal de la oración: presente.
Pronombre: that

Too often, companies implement state-of-the-art technology and then discover that culture and behavior are slow to change.
Frase Nominal: Too often, companies implement state-of-the-art technology and then discover that culture and behavior
Pre modificadores: Too often, Post modificadores: state-of-the-art technology and then discover that culture and behavior
Frase verbal: are slow to change
Nucleo: are
Tiempo verbal de la oración: presente.
Pronombre: that

miércoles, 25 de agosto de 2010

Unidad I: Ejercicio # 1

En el presente articulo se realizaran las siguientes actividades:



A conitnuación se coloca el articulo:

Ten Truths about Leadership
http://www.leadershipnow.com/leadingblog/2010/08/ten_truths_about_leadership.html

In the last 30 years James Kouzes and Barry Posner, authors of the highly regarded leadership classic The Leadership Challenge, have studied leaders all over the world. They understand leadership.

The question they get time and time again is “What’s new in leadership?” They answer that while the context of leadership as changed dramatically, “the content of leadership has not changed much at all. The fundamental behaviors, actions, and practices of leaders have remained essentially the same since we first began researching and writing about leadership over three decades ago. Much has changed, but there’s a whole lot more that’s stayed the same.” That is probably the fundamental truth of leadership development. With that understanding, we can develop leaders in all contexts and weed out fact from fiction.

Based on thirty years of research—more than one million responses to their leadership assessment—Kouzes and Posner have gathered together in The Truth about Leadership, the ten truths that have stood the test of time and they hold true both globally and cross-generationally. They devote a chapter to each of these ten concepts:

Truth #1 You Make a Difference. Before you lead you have to believe that you can have a positive impact on others. When you believe you can make a difference, you position yourself to hear the call to lead.

Truth #2 Credibility Is the Foundation of Leadership. If people don’t believe in you, they won’t willingly follow you. You must do what you say you are going to do. This means being so clear about your beliefs that you can live them every day.

Truth #3 Values Drive Commitment. You need to know what you believe in because you can only fully commit to the organization or cause when there is a good fit between what you value and the organization values. This is true too, for the people you lead.

Truth #4 Focusing on the Future Sets Leaders Apart. You have to be forward looking; it’s the quality that most differentiates leaders from individual contributors. You need to spend time reflecting on the future. Big dreams that resonate with others inspire and energize.

Truth #5 You Can’t Do It Alone. Leadership is a team sport, and you need to engage others in the cause. You need to enable others to be even better than they already are.

Truth #6 Trust Rules. To enlist others, you need trust. Build mutual trust; you must trust others too.

Truth #7 Challenge Is the Crucible of Greatness. Great achievements don’t happen when you keep things the same. Change invariably involves challenge, and challenge tests you. It introduces you to yourself. It brings you face-to-face with your level of commitment, your grittiness, and your values. It reveals your mindset about change.

Truth #8 You Either Lead by Example or You Don’t Lead at All. You have to go first as a leader. That’s what it takes to get others to follow your lead.

Truth #9 The Best Leaders Are the Best Learners. Learning is the master skill of leadership. Leaders are constant improvement fanatics.

Truth #10 Leadership Is an Affair of the Heart. Leaders love what they’re doing and those they lead. Leaders make others feel great themselves and are gracious in showing their appreciation.

These truths should form the basis of any leadership development program. Even more, they are the motivation behind the right kinds of behaviors that go into the formation of good and sustainable leadership.

There are no shortages of problems and opportunities…. Leadership is not about telling others they ought to solve these problems. It’s about seeing a problem and accepting personal responsibility for doing something about it. And it’s about holding yourself accountable for the actions that you take. The next time you see a problem and say “Why doesn’t someone do something about this?” take a look in the mirror and say instead, “I’ll be the someone to do something about it.”
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Plabras desconocidas:

willingly : A adverb
1 willingly, volitionally
in a willing manner; "I willingly accept"
estar en la disposición de.

Commitment: commitment sustantivo

1.countable
(engagement) compromiso m.

Greatness: nombre
Grandeza.

grittiness: Valentía.

ought to: verbo auxiliar

1 (deber moral) I ought to call my parents, debería llamar a mis padres
Debería.

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 Palabras de Contenido o de Función
Contenido:
authors
leaders
lead
believe
dreams
Función:
about
and
but
in
over
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Marcas al manos dos (2)
Sustantivos, Advervios, Adjetivos, Verbos, articulos, preposiciónes, conjunciones, prefijos, sufijos, cognados verdaderos, cognados falsos.

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El articulo trata sobre diez (10), aseveraciones acerca del liderazgo, basado en investigaciones realizadas por James Kouzes y Barry Posner. Entre los puntos destaca los valores que el líder debe inculcar en su proceso de liderazgo, así como, las estrategias de motivación que modelen el comportamiento de los seguidores hacia el fin deseado

martes, 24 de agosto de 2010

Mensaje de Entrada

SOLO HASTA QUE SE HACEN A UN LADO LAS DIFERENCIAS, SE PUEDE SABER EL VERDADERO PODER QUE EXISTE EN NUESTRO INTERIOR, Y ASÍ, ENTENDER QUE LAS CIRCUNSTANCIAS EN LAS QUE UNO NACE NO TIENEN IMPORTANCIA. ES LO QUE HACEMOS CON EL CONOCIMIENTO Y EL DON DE LA VIDA LO QUE NOS HACE QUIENES SOMOS.


Este blog contiene información que se me ocurre colocar, en cualquier momento e instante de mi vida. Soy Argenis Sarcos y desarrollo este blog principalmente para la materia de Ingles Instrumental que debo culminar para optar al grado de Doctor en Ciencias Gerenciales. Mi tema de estudio es Gestión del Conocimiento