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1. MANAGEMENT STYLES

The following will address leadership styles and this is going to see the proposals given by various authors: Grover Bolton and Bolton, Blake and McCanse, Blanchard and others, Tannenbaum and Cardona. Let's see normative models that describe how managers should behave and what happens when items are distractors as well as managers behave according to the behavior of subordinates.

styles models to be discussed below are based on various dimensions, in terms of communication matrix and Grover Bolton Bolton articulates some personality variables that affect the expression mode of management. Tannenbaum in his model is set in the tolerance of uncertainty reflected in the degree of decision awarded to the subordinate, Cardona is the leadership style should vary depending on the pace and importance of the decisions. In terms of the proposed control McCanse Blake and focuses on specific factors in management and his penchant for the task or the people. Blanchard and other factors referred to the environment based on the maturity of subordinates and colleagues. Bolton Model

and Grover Bolton:

When discussing leadership styles, there are two variables that must be taken into account, assertiveness is the firmness with which states the subject and the emotion that is the degree of manifestation of one's passions and reaction to the outside. Based on these variables would lead to four types of styles.
1. The analytical prefers to work alone and focus on the task and consider all alternatives because he wants above all hit.
2. The affable has a strong aversion to risk as the preferred analytical structured and stable situations, but unlike the likes teamwork and interested in the contribution of others.
3. The expressive displays a remarkable activity spontaneously and continuously, passing from one subject to another without transition and is desperate to analytic excesses, this is not the style of the most stable.
4. The manager makes decisions without much thought or consideration of external aspects of the task content is safe and is expressed directly. According

Grover Bolton and Bolton when a person feels overwhelmed by his style situation gives rise to another defensive end is the front and when the stress situation persists these styles are their succeeded by others. This behavior is functional because it is a pressure relief but also damages the relationship of the person under pressure with the other actors. Model


Blake and McCanse

When conducting policy work takes account of people and / or production of the object / provision of service provided by the company. The interest in production is related to the tasks of the enterprise: efficiency in purchasing, product and process sales. The concern for people lies in employee motivation, promoting a healthy environment, etc. The Blake and McCanse model consists of a two-dimensional array, a grid with X and Y axes reaches maximum values \u200b\u200bof 9 in each category. There are four types of managers, the manager of anything does not care about people and not by the tasks, avoiding contact the other cone and commitment, the country club manager who cares about maintaining cordial relations but has no interest in production and lost business opportunities, the manager task that sees people as pieces that give rise to any product or service demanded by the company is not interested in communicating with staff, the team manager is concerned with the production and sets the conditions for members of the organization to participate is organized and accurate in their perceptions. Model

Blanchard and other styles

Sorts according to the actual situation is given the managerial, managers must adapt their style to the circumstances, the two dimensions to achieve the appropriate style is the behavior policy and support. The managerial behavior is related to the design of the structure, definition of roles and goals set this behavior is proportional to the maturity of subordinates, as they increase the maturity of managerial behavior decreases. Support the conduct is intended to reassure people in their tasks by two-way communication and congratulations for an achievement. These two behaviors

make room for four styles. The management style is appropriate to guide people with little aptitude for work but looking forward to do so in this case monitoring should be narrow. The coaching style is high in directive and supportive behavior and typically occurs in complicated tasks. The style of support should be used with subordinates are competent but not confident to successfully complete the task. The fourth style is called delegating as employees perform their tasks and can fend for himself in every way. Tannenbaum



The author describes the leadership styles between two poles: the head-centered leadership and direction to subordinates based. The main procedures followed by the van from which management makes decisions and announces them and subordinates do not participate in decision-making to the manager who allows subordinates to act within the limits defined by him and participate in decision-making. In activities where there is a greater risk the manager will find it necessary to control and therefore give less space to subordinates.

matrix management styles of Cardona

This model is based on the decision itself and is based on the importance and urgency of the decision-making when the decisions are not very urgent and we are delegated to the participatory style when decisions are urgent, but delegated the style is democratic, consultative style is typical of decisions that fall within the address but are not urgent, the authoritarian style is when responsibility of the management decisions but also urgent. Clarke proposes that 80% of the shares must be delegated and not delegated to 20% and 80% of the shares would be some 20% urgent and pressing.



Written by: Ingrid Fonseca Franco.


BIBLIOGRAPHY: Paradigms of Leadership McGraw Hill.

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COMMUNICATION KEY TO AN ISSUE

3. AN ASPECT COMMUNICATION KEY TO A GOOD MANAGER
According to Chester Barnard in his book The Functions of the Executive an organization, whatever your size and nature, is a group of people cooperating together to achieve results. Cooperation requires people to communicate between them in an effective and efficient understanding of bone that do well and with minimal effort in the information communication despite feelings are also incorporated.

The communication process is six sub-processes: the formation of the idea by the issuer, to build the ideas in a sentence structured to deliver the message, receiving the message, idea formed in the mind of the recipient and the message issued by the receptor. Communication is where it has become a common idea among the sender and receiver. Communication can give verbal and nonverbal first word is given by the use of these should be emphasized that words have different meanings, different values with time, so they say and have an emotional component to the circumstances. Nonverbal communication takes place through the language of gesture and gaze, facial gestures, the smiles, the movements of the arms, hands and posture. Through verbal communication must be informed, ask, persuade and socialize. Nonverbal communication expresses emotions and attitudes, supports verbal communication and can be replaced.

The quality of the relationships we have with others depends on how we communicate, and value judgments, the intention to control, superiority, the term dogmatic, stratagems and neutral tone tends to damage communication. Unlike reference these verifiable facts, focus on the problem instead of restricting freedom, equality that brings people together, the tone of tentativeness, spontaneity and empathy favor communication and connects the caller with the receiver. To communicate we must learn to listen, be silent when the speaker speaks in this way to so that we can understand, must have eye contact and be aware of what they say.


People have always engaged in communicating feelings and our personality can be authenticated when we know what we say and do the show permanently hidden when being aware of our feelings we hide others and can be blind when others can see through our body language.

communication within an organization may be descending and ascending. Downward communication know where this and feel part of the company, the organization thus gaining credibility and trust of workers. The chain of command is the channel of communication, both downward and downward, when communicating directly with employees begins a relationship diagonal and provides information about the issues and concerns of lower levels in upward communication are some barriers : listen to the boss, the hierarchical structure the organization and working environment. In our work environment must be a work environment in which we communicate our concerns, interests, concerns, to provide for the organization and to participate and collaborate.

Ingrid Franco Fonseca

BIBLIOGRAPHY: Pérez López et al. Leadership Paradigms. Keys to managing people. Mc Graw Hill Series in Management.

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MANAGER GOOD ALTERNATIVE APPROACHES FOR THE MANAGEMENT OF PEOPLE IN ORGANIZATIONS.

4. DIFFERENT APPROACHES TO ADDRESS PEOPLE IN ORGANIZATIONS.

organizations are formed by a group of people whose actions should be coordinated and directed the fulfillment of a goal. People work to satisfy the needs, motivations for working are: make money, have good working conditions, learning ability, etc..

There are three basic models of people and organization that arise from various practice guidelines: a mechanistic model, organic and anthropological

mechanistic model assumes that money is a universal motivator, motivation in this model based on what should be given to a person and how to do the job that calls for the company. The only purpose of the company's efficiency, profit maximization and the system of rewards and punishment. These companies are single financial business and adaptation strategies are opportunistic. The organic model is to see the company as a social organization that brings man to work, in this view people not only work for financial reward but also by factors intrinsic to the task such as learning, sense of responsibility and sense of accomplishment. There are two purposes: one is the effectiveness and the other's attractiveness. The anthropological model sees the organization as an institution whose purpose is the effectiveness, attractiveness and unity and identification of members with the company and the objectives pursued and thus gives meaning to all human action coordinates. Referred things that companies do, how and to become.

human motivations have to collect three types of reasons, extrinsic incentives, intrinsic: the satisfaction of a job well done and important: the satisfaction of another person for example to provide good customer service.

organizations according to the anthropological model requires three variables to represent the organization's relationship with the external environment: external mission, purpose and strategy. Three with the internal environment: domestic mission, real structure and formal structure, the latter group are those that represent the properties of the organization: management systems, styles leadership and management values.

The company is an instrument of service to the satisfaction of human needs by raising the motivation of people who are part of the organization and managers are tasked to teach their employees to be professional expertise bone turn into an instrument of service others. This occurs through a proper role in which the principal must motivate their subordinates, to teach the consequences of their actions on others and set an example for employees to trust him.

Written by: Ingrid Fonseca

BIBLIOGRAPHY: Pérez López et al. Leadership Paradigms. Keys to managing people. Mc Graw Hill Series in Management.

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COACHING AND ADDRESS FOR FEASIBILITY STUDY SKILLS

6. COACHING AND MANAGEMENT COMPETENCY

The direction is to address developing skills, getting to the result without neglecting the process and change the mentality of the head coach (coach). Today the survival of businesses depends on the capabilities of employees to predict the future, to create and competent. The term empego skills to be used in the context of the company from McClelland. Competencies are observable behaviors that serve for a pardon is to successfully perform a task or activity. There are two types of competencies are technical, including knowledge to perform a specific task for the example the command of English and management skills are observable behaviors that lead to success in leadership roles. There

basic skills but each company decides it needs to develop skills in their managers.
strategic competencies (Relationship with the external environment of the company): Business vision, functional orientation, resource management, customer orientation, role relationships and negotiation. Competitions
intrategic (Relationship to company's internal environment): Communication, leadership of people, leadership, delegation, coaching and teamwork.
Skills-efficacy: Refers to own personal leadership habits, these power management skills: strategic and intrategic. There are four races to be taken into account, productivity, initiative, creativity and optimism, personal management, time management, care management and stress, personal development, self-criticism, self-knowledge and learning personal action: decision making, self , emotional intelligence and integrity.

The powers to be normal behaviors are a result of innate characteristics that are aspects gene affecting behavior and are difficult to change, the knowledge gained through the acquisition of information about reality through workshops, readings and experiences, the motivations are the impulses that people have against the action and occurs Through the example of other people and the values \u200b\u200bpromoted by the culture surrounding people. The skills that are operational and development capabilities of these is given by training to habits and behaviors more efficient. Knowledge, motivation and skills interact dynamically in skills training bases in the innate characteristics of a person and are called the metacompetence as they are required to purchase any competition.

A key element in the direction from the coaching skills and competencies to develop any habit requires personal effort to try new skills and behavior that uprooting to guide this process requires the help of a coach (coach). Coaching is about to propose to the people we want to develop those skills appropriate for their development work and thus be able to implement the skills acquired must also keep track of how the subject performs the tasks and support when needed.

INGRID FONSECA

BIBLIOGRAPHY: Pérez López et al. Leadership Paradigms. Keys to managing people. Mc Graw Hill Series in Management.

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7. FEASIBILITY STUDY

This serves to compile data relevant to carrying out a project on that basis decide whether to carry out or not. It should be noted that the feasibility study is based on three points.
Feasibility studies are based on 5 core areas:


Market Research Marketing research aims to study the possible variables such as competition, offering services and type of client expectations, among others, are very important features when working in market research.
In the case of a project, the purpose of the Market Study is to prove that a sufficient number of individuals who, given certain conditions, have a demand that justifies the implementation of a program to produce goods or services in a certain period of time. That purpose involves the need to examine in detail important issues such as: The product or service, demand, supply, price, marketing or distribution channels. Study
operating

refers to all those resources which intervenes some type of activity (processes) depends on the human resources involved in the operation of the project. During this stage identify any activities that are necessary to achieve the goal and evaluated and determines everything you need to carry it out.



Financial analysis refers to economic resources and financial resources to develop or carry out the activities or processes and / or to obtain basic resources to be considered are the cost of time, the cost of producing and the cost of acquiring new resources.


Study Provides technical information to quantify the amount of investment and operating costs involved. The technical study will determine the technology investment to implement the project. [1] refers to the necessary resources and tools, knowledge, skills, experience, etc., Which are required to undertake the activities or processes required for the project. We often refer to tangible (measurable). The project should consider whether the current technical resources are adequate or need to be supplemented. Organizational Study

refers to factors inherent in the activities of its executive management organization, administrative procedures, legal aspects. The organizational study determine the specific functions of each area and charged.

Organization Structure: It is how an organization will produce the division of labor and the distribution of authority through the hierarchy.

Organization: The organizational chart of the through lines of authority. Is the scheme of the organization.


Organizational charts show the division of functions, hierarchical levels, lines of responsibility, formal communication channels, the linear nature, the leaders of each group of employees, workers, etc. The relationships between the various positions the company and each department or section.



Features Guide is the set of rules and develops each staff tasks in their daily activities and sets it apart from other officials.

* From the undergraduate thesis project "Feasibility study for the construction of the semi-Olympic pool in Tunja Sectional UPTC" presented by Ingrid Fonseca Franco, Alex Barbosa Pinzon and Juan Diego Valderrama with the tutoring of Mr. Valerio Castro Quiroga supported in July 2006 at the Pedagogical and Technological University of Colombia.

[1] www.itlp.edu.mx/publica/tutoriales/desproyectos/unidad3/html