1 Management Models in Latin America: Stakeholder Theory and CSR from a New Humanism Perspective Marta M. Elvira, IESE Business School (Spain) Anabella Davila, EGADE Business School Tecnologico de Monterrey, Campus Monterrey (Mexico) ProDoc Program -- December 2011
2 Agenda Context: A bit on prior research regarding Management in Latin America Theoretical Frameworks to understand HRM Toward a Stakeholder Analysis of HRM and Leadership in Latin America Stakeholder Management & New Humanism
3 In the beginning Books (w/ Anabella Davila co-editor) Managing Human Resources in Latin America: An Agenda for International Leaders Best Human Resource Management Practices in Latin America. Routledge, Inc. Oxford & New York. In print, 2008
4 Latin America A bit on Business Context Strategic role in the global market, including so-called emergent economies: Prosperity period Critical for US and EU companies Conflict between MNCs and local governments Missing mediation and negotiation procedures Translatinas: Internationalization of local companies What can we learn about management in competitive companies in this dificult environment?
5 Searching for a Latin American Management Model? Limited existing research (except cross-cultural) Identified network on local researchers Main assumptions: LA management model developed through a unique historical process shaping economic, political, and societal structure. LA organizations are institutionally embedded in their historical tradition even though globalization forces have deeply changed the region and affected its population. LA organizations are characterized by a hybrid management model.
8 Early Focus on Two Dimensions Power Distance Extent to which members of an organization expect and accept that power is distributed unequally Individualism Hi PD: greater comfort with power differences (order of inequality exists) Extent to which people expect that individuals are supposed to care for themselves and be emotionally independent of groups. Low I: There is a WE in society that gives us comfort and security.
9 Key Themes in L.A. Organizations Respect for Authority Benevolent Paternalism: Leadership style where a supervisor has the personal obligation to protect his/her subordinates and, often, safeguard the personal needs of workers and their families. Conflict and Confrontation: Criticisms that could be considered offensive to the superior as well as to other colleagues avoided (considered denigration). Social Distance: Value for hierarchy and symbols of social differentiation. Egalitarian Sense: Behaviors and symbols that reduce power distance.
10 Key Thems in Organizations (ctd.) Social Relationships Personal Contact: Interactions and communications face to face with a high emotional content. Group Loyalty: Loyalty to the in-group, within the overall community.
11 Table 1.1 Human Resource Practices according to Work Values in Latin America. Respect for Authority Benevolent Paternalism Conflict and Confrontation Social Distance Egalitarian Sense Staffing and Promotion Hiring a worker s family members or close friends People that contribute to a good labor climate Glass ceiling based on physical appareance and social contacts Training and Development Modern practices are rejected or modified Social mobility Rewards and Recognitions Family protection and welfare Rejection of performance appraisals Symbols of status for top executives Work Systems Communication Labor Relationships Could be interpreted as exploitation systems for workers Shared responsibility with team members Difficulty in authority delegation Reduces power distance Vertical and hierarchical communication Avoid confrontation of ideas and actions Centralization of information Concern for employee s work and personal problems Immediate rejection of any kind of abuse Courtesy and political treatment Social Relationships Personal Contact Nuclear and primary groups (in-group) Starting participation practices and responses in MNCs Rejection of individual recognition Face to face relationships Emotional ties Personal commitment and friendship Group Loyalty Organizational Sense of Managerial Concern for Davila, A & Elvira, M. In Culture and Human Resource Management in Latin America. Chapter 1, Managing Human Resources in Latin America: An Agenda for International Leaders (2005). M. Elvira & A. Davila (Eds). Oxford, NY: Routledge.
12 Contextual & Social Contract SHRM Brewster (1999) contextual paradigm: Societies, governments, culture, labor markets and other institutions affect SHRM practices, besides firms HRM implementation in LA differs depending on people and circumstances Kochan (1999): institutions that underlie social contracts are contextually key for HRM. Shifts analysis from organization to employment relations Shifts HR role from organizational HR policy to social policy related to workers/labor.
13 What s the Social Contract? Mutual expectations and obligations that employees, employers, and members of society in general hold for work and employment relationships (Kochan, 1999, p. 201). Implications: mutual dependency: employers employees; societies - employers - employees. HRM s role is bridge among various stakeholders expectations Affects psychological contracts (Rousseau, 1995) which rely on individual views of employment relationships
14 A Social Network Enriched Approach Informal mechanisms provide for workers relational needs that lubricate functioning of formal bureaucracies Social reinforcement: loyalty. Vertically Integrated social network affect staffing promotions, etc. Horizontal social networks scarcely studied yet should help understand the importance of family and personal relationships for business (conviviality?)
15 What are the elements of a new social contract and whose responsibility is it to establish these new arrangements? (Chilton and Orlando, 1996 p. 24) Place employee at the center of employment relationship. Include the environmental and contextual elements surrounding an organization. Managerial professional as proactive liaison among local, state and national agents including firms.
16 Initial Conclusion Firms cannot succeed in coping with employment problems by universally applying HR practices within firms; it should apply regionally appropriate practices. But still unclear: Is there then a Best approach to managing LA? This question guided next steps in our research.
17 Continuing the study Mgmt in Articles (with A. Davila) Latin America Psychological Contracts and Performance Management in México. International Journal of Manpower, 2007 Book Chapters (besides those in our books) Performance Management Systems in México. In A. Varma, P.S. Budhwar, and A. DeNisi (Eds.). Global Performance Management HRM Model in Latin America. In C. Brewster and W. Mayrhofer (Eds.). Handbook of Research in Comparative Human Resource Management. Edward Elgar Publishing. 2012
18 Further Research Motivation Opportunity to strengthen a collaborative research network Present and understand best HRM practices used by both MNCs in the region and by outstanding local firms Highlight the growth and importance of management concepts that emerge from case study analysis in LA
19 So, can we speak of HRM Best Practices in Latin America? The debate: whether exemplary or best practices can transfer successfully across national borders Cultural factors as boundary conditions for effective transfer: limited explanatory power of why modern management theories do not work in different regions hybridism: outcome vs. process
20 Hybrid Model of Management? HR influenced by foreign practices in the United States or Europe, including: practices that contribute to labor equity -- such as, for example, systems for hiring and evaluating performance by competency and extent of advanced training; styles of corporate leadership that are more consensus oriented, and practices oriented toward a strategy of social responsibility focused on the major themes of global problems -- for example, environmental protection. Identification of salient and silent stakeholders
21 Field strategy... In a nutshell Gaining access by approaching companies ranked as Best by various organizations, though rankings are questionable (biased selection of firms, by design): Usually proud of their recognition and willing to cooperate Building relationships with their executives as a way of both gaining access and understanding the research setting.
22 Grupo San Nicolás (El Salvador Leguizamon, Ickis & Ogliastri, 2009) Hacienda Gavilanes, Indupalma, Hocol y Cerromatoso (Colombia- Andonova Gutierrez & Avella,2009; Jimenez &Davila, 2009) Aracruz Celulose (Brazil- Osland & Osland, 2009), Conflictive environment, violence Problem: interaction with and integration in the local and regional community Local and national institutions do not protect property rights or do not provide protection and security: political and labor conflicts Innovative practices to improve competitiveness and contribute simultaneously to secure a more peaceful environment: Cooperatives Commitment to employees amid civil war and earthquake
23 Organizations as Social Institutions: in the social contract Some strengths: a serious and effective commitment to the individual and his or her job; a willingness to provide social benefits to employees via the company, substituting( or complementing) government support; a transformation of companies into centers for community strengthening; and a willingness to support community growth. Some weak points / opportunities: developing HR policies reflecting the economic deregulation of the region; creating alliances with educational and technological institutions for the training of personnel; cooperating with governmental institutions to deal with turbulent conditions; increasing corporate investment in HR-related information technology. Elvira, The State of Human Resources in Latin America.
24 Typical management theories bypass social realities and the historical development of regional contexts, from the reality of many Latin America s business organizations. Cultural hybridism (process) Combining context and structural conditions for successful practices Recognize the local incorporation of universal practices and include specific practices, creating a hybrid model that works Stakeholder management "Best Companies" include multiple stakeholders in their practices New humanism Encompassing social and psychological contracts Centered on the person as part of the community balances the individual and economic perspectives of organizations.
25 Hybrid management styles HR in LA welcomes foreign influence and covers mainly three aspects: Practices that contribute to equity in the workplace: selection and hiring systems, performance evaluation with competencybased models, and high-caliber training. Leadership styles: riskier for senior management; more democratic within the company Adoption corporate social responsibility (CSR) strategies focused on the major global issues such as environmental conservation
26 Stakeholder Management Stakeholder theory: impact of HRM systems on an organization s multiple stakeholders stakeholders might be specific to particular societies How effective HRM systems meet diverse stakeholders demands in Latin America: employees, unions, other community members
27 Stakeholder Theory Stakeholder theory: describes organizations and the various interests of internal or external corporate constituencies alternative to the traditional input-output model (Donaldson & Preston, 1995) or to the shareholder model (Kaler, 2009) focuses on connections between an organization and salient individuals or groups of stakeholders (Clarkson, 1995) interprets the purpose of a corporation regarding its moral obligations (Donaldson & Preston, 1995; Freeman, 1984): CSR
28 Two Key Issues 1. Who key stakeholders are, and 2. How organizations interact with them An additional concern 3. The role of a stake s actual content or claim over the firm.
29 1- Who the stakeholders are A stakeholder in an organization is any group or individual who can affect or is affected by the achievement of the organization s objectives (Freeman, 1984, p. 46).
30 Stakeholder salient attributes: power, legitimacy or urgency (Mitchell, Agle & Wood, 1997) influencing firm executives values, perceptions, and actions (Agle, Mitchell & Sonnenfeld, 1999) Stakeholder classifications: managerial perspective ---- those that might influence the organization legal perspective ---- contractual requirements (Fassin, 2009)
31 2- How organizations interact with stakeholders Hierarchical relationship Organizations play the central role Stakeholders could also play a central role building alliances with other stakeholders (Fransen & Kolk, 2007) Network structure (Rowley, 1997) Contributing principle (Kaler, 2009)
32 International View of Stakeholder Theory Contextual paradigm (Brewster, 1999) Social contract (Kochan, 1999) Lack resources to represent their interests (Tavis, 1994) HRM in Latin America works best when including practices that benefit these stakeholders (Elvira and Davila, 2005)
33 In Latin America Silent stakeholders: May lack legitimate claim, power or urgent needs (Osland &Osland, 2009) Often emerge during economic /political crises What both stakeholders and organizations care about in Latin America (Andonova & Zuleta, 2009) Property rights Ownership-related privileges Interact on a social contract infused by trust (or lack of it)
34 HRM Policies Investment in employees salary and benefits levels as well as education, training, and development Efforts to operate within a cooperative labor-relations framework Community-centered CSR practices
35 Investment in Employees HR practices that are centered around individuals: Unilever Mexico & Zanzini Móveis (Brazil) Investing in employee education through training and development, assuring satisfaction and quality of life through compensation according to employees purchasing power, and expanding the boundaries of this satisfaction through salaries that cover employees family basic food needs
36 Cooperative Labor Relations FEMSA and bottling partners in Colombia: respect the rights of employees maintain relationships with multiple unions collective bargaining agreements covering wages, benefits and working conditions provide emergency cell phones, transportation to and from work, secure housing, and other measures to protect employees
37 Stakeholder Analysis of Employees HRM in Latin America primary stakeholders Salient but also silent stakeholders that are unique to the region s context The relationship organizationstakeholder is based on: trust and respect for the social contract horizontal character of social inclusion
38 Current status Incorporating views on leadership (from sustainable perspective). From heroic focus toward community and stakholder relationships. Article conditionally accepted for the Journal of World Business. Trying to work out the specifics of the new humanism
39 The question is how future historians will judge our generation s success in coping with the most critical employment problems of our time. Kochan (1999). Beyond myopia: Human resources and the changing social contract.
40 Thank you! Reactions? Questions? Conversation?
41 Aracruz Celulose (Brazil), Grupo San Nicolás (El Salvador, Centro America) Hacienda Gavilanes, Indupalma, Hocol y Cerromatoso (Colombia) Conflictive environment, violence Problem: interaction with and integration in the local and regional community HR theory lacks mechanisms for social, political and economic environment present in Latin America: Economic and political instability The corporation as a social institution The value of each individual within society Local and national institutions do not protect property rights or do not provide protection and security: political and labor conflicts Innovative practices to improve competitiveness and contribute simultaneously to secure a more peaceful environment: Cooperative organizations Commitment to employees amid civil war and earthquake
42 ACHIEVING CORPORATE SOCIAL RESPONSIBILITY THROUGH HRM : THE CASE OF LATIN AMERICA Prof. Marta M. Elvira, IESE Business School, Universidad De Navarra (Spain) Prof. Anabella Dávila, Tecnológico De Monterrey-Campus Monterrey (México)
43 Esquema Entorno Económico en América Latina Empresas mejores en América Latina: Casos ejemplares Sus prácticas en la dirección del talento Marcos explicativos Lecciones para el rol de las empresas en el desarrollo sostenible
44 Entorno Económico en América Latina Rol estratégico para la inversión extranjera en mercado global: CEPAL 2006: Tendencia ascendente pero la proporción de FDI global baja Ciclo de bonanza : Crecimiento 1.9% en 2009 Conflicto entre multinacionales y gobiernos locales Faltan procedimientos de mediación y negociación Translatinas: Internacionalización de empresas locales Qué aprendemos de la gestión de talento y RSC en empresas competitivas en este ámbito difícil?
45 Best Companies en América Latina Nos ayudan a entender: Estrategias de RRHH en entornos complejos Multinacionales que gestionan con éxito el talento El papel de RRHH en la estrategia de negocios La relación entre las prácticas de recursos humanos, RSC, y el desarrollo del país
46 Aracruz Celulose (Brazil), Grupo San Nicolás (El Salvador, Centro America) Hacienda Gavilanes, Indupalma, Hocol y Cerromatoso (Colombia) Entorno conflictivo, de violencia Instituciones locales y nacionales no protegen los derechos de propiedad o no proveen protección y seguridad: conflictos de empleo y políticos Problema: interacción e integración en la comunidad local y regional. Las teorías de recursos humanos carecen de factores sociales, políticos y económicos presentes en el entorno de America Latina: Inestabilidad económica y política La empresa como institución social El valor de cada individuo dentro de la sociedad Prácticas innovadoras para mejorar la competitividad y contribuir simultáneamente a un entorno más pacifico: Organización cooperativa Compromiso con los empleados a pesar de guerra civil y terremoto
47 Modelo de management híbrido RRHH en LA recibe influencia del extranjero y abarca sobre todo tres aspectos: Prácticas que contribuyen a la equidad laboral: v.g. sistemas de contratación y evaluación de desempeño por competencias, así como entrenamiento de alto calibre. Estilos de liderazgo más arriesgados en la alta dirección y democráticos dentro de la empresa. Adopción de prácticas orientadas a una estrategia de responsabilidad social enfocada a los grandes temas de los problemas mundiales, como por ejemplo, conservación del medio ambiente. Sin embargo, las MNCs en América Latina se perciben como arraigadas en la región por conveniencia económica más que por compromiso para el desarrollo.
48 Telefónica (España) Novo Nordisk (Dinamarca) Telefónica: Profesionalización de RRHH en empresa nacional transformada en multinacional Selección de ejecutivos : Centralización inicial con programa de expatriados tradicional Evolución hacia internacionalizar los equipos directivos, impulsando el desarrollo de talento local Finalmente, localizó las operaciones internacionales de la empresa Universidad corporativa para generar ventaja competitiva Novo Nordisk: Incorporación de prácticas derivadas de una cultura danesa en México Éxito basado en fomentar primero una cultura con valores de apertura y participación, antes de introducir prácticas danesas
49 Successfully establishing access for research in Latin American Iberian countries Marta M. Elvira IESE Business School (Spain) Anabella Dávila Tec de Monterrey (Mexico) PDW Notes from the Field Academy of Management Meetings Montreal, 2010
50 Research Site Mexican, global IT consulting company Leader in the nearshore outsourcing services: In 2006, ranked second-largest IT consulting firm in Latin America, & largest in Mexico Specializes in nearshore outsourcing, value-added consulting, and emerging technologies It offers systems integration, custom applications developments, IT consulting, software deployment & support solutions Headquartered in Miami (FL), firm has operations in the US, Europe, Latin America, Africa, and the Middle East with more than 3,000 employees Largest operations site is Northern Mexico (>900 employees) our research site
51 Performance Appraisal Process Phase 1 Phase 2 Phase 3 Superior appraises subordinate: objectives/behaviors Online Plenary Session: Divisional Directors/ Managers/Project Leaders/HR Appraisal Ranking Superior informs subordinate evaluations results and gives feedback Subordinate reviews his/her appraisal HR processes info and proposes rewards/ recognition Subordinate accepts and confirms HR information has been received.
UNIVERSIDAD PONTIFICIA COMILLAS FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION List of Subjects by Department 15-16 DEPARTAMENTO DE ECONOMÍA - DEPARTMENT OF ECONOMICS Análisis de la Coyuntura Analysis
UNIVERSIDAD PONTIFICIA COMILLAS FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION List of Subjects by Department 14-15 DEPARTAMENTO DE ECONOMÍA - DEPARTAMENT OF ECONOMICS Análisis de la Coyuntura Analysis
Environmental Education in the Galápagos: Where do we go from here? Galápagos Symposium 2009 By Carl M. Stepath, PhD, Kauai Community College, Hawaii firstname.lastname@example.org, www.saveourseas.org/saveourseas/stepath.html
UNIVERSIDAD LOYOLA ANDALUCÍA CAMPUS CORDOBA 2 ND SEMESTER / SPRING SEMESTER LIST OF AVAILABLE SUBJECTS Here you will find the academic offer available in each Bachelor s degree programme (Campus Cordoba):
Juan Salgado Professeur, Département d études légales, CIDE, Mexique Professeur à la faculté d études juridiques du CIDE. Candidat au doctorat à l UNAM (thème de recherche : réforme de la police au niveau
San Francisco Xavier Business School Sharing information on progress (SIP) 2014-2015 Javier Ismodes Talavera Executive Director San Francisco Xavier Business School email@example.com www.sfx.edu.pe The
Organizational development of trade unions An instrument for self diagnosis Elaborated on the basis of an experience in Latin America FNV Mondiaal 2007 INDICE INTRODUCTION I. Concepts 1. What is organizational
EGADE Business School Fact Sheet 2015 EGADE Business School at a glance EGADE Business School is the graduate business school of Tecnológico de Monterrey, recognized in Mexico and Latin America for developing
Example #1 Environmental Policy (English Version) ABC Farms commits to meet all environmental rules and regulations in the swine industry and to strive to protect our environment through sound management
Ministry of Social Protection Republic of Colombia General Human Resources Analysis and Policy Unit Luis Carlos Ortiz M., Hernando Cubides Z. March, 2009 HUMAN RESOURCES FOR HEALTH REGIONAL GOALS COLOMBIA
GOBIERNO DE ESPAÑA Sistema Económico Latinoamericano y del Caribe Latin American and Caribbean Economic System Sistema Econômico Latino-Americano e do Caribe Système Economique Latinoaméricain et Caribéen
Green Corridors and TEN-T Policy Planning Sara Fozza Project Manager - Sustainable Logistics - D'Appolonia S.p.A Humberto Moyano Director de I+D Autoridad Portuaria de Gijón. Content of the presentation
KEY SUCCESS FACTORS IN ENTERPRISES PRACTICING SOCIAL MARKETING FACTORES CLAVE DEL ÉXITO EN LAS EMPRESAS de márquetin social Revista Internacional de Sociología (RIS) Special Issue on Organizational Innovation
ISACA: Certified Information Security Manager Certification Training Certified Information Security Manager (CISM) DESCRIPCIÓN: El programa de certificación CISM (Certified Information Security Manager)
Office Managing Shareholder Co-Chair, Latin America Practice Group Avenida Blandin Centro San Ignacio, Torre Kepler, Piso 9, Ofic 9-2 main: 58 212.610.5450 direct: (305) 400-7503 fax: 58 212.610.5479 firstname.lastname@example.org
Office Managing Shareholder Co-Chair, Latin America Practice Group Avenida Blandin Centro San Ignacio, Torre Kepler, Piso 9, Ofic 9-2 La Castellana, Caracas, 1060 main: 58 212.610.5450 direct: (305) 400-7503
Nelson H. Balido, Chairman and CEO Infocast - Houston November 2014 The Energy Council of the Americas (ECOTA) is the leading bi-national nonprofit organization comprised of public and private entities
SHARING INFORMATION ON PROGRESS (SIP) REPORT 2014 OBS ONLINE BUSINESS SCHOOL OBS Online Business School www.obs.es 932278090 INDEX I. OBS Online Business School General Overview II. III. Renewal of the
Varieties of Governance: Effective Public Service Delivery Workshop September, 2011 Paris, France Cecilia Llambi... Outline of presentation Main objectives and hypothesis of the research Educational governance
Horizon 2020 Y emprendedores en la red 29 November 2011 Oportunidad para el ABI Horizon es el nuevo programa de la UE para la investigación y la innovación con llamadas desde el 2013 EL ABi debe empezar
CURRICULUM VITAE José M. Carretero-Gómez Personal information Home mailing address Apartado de Correos 116 07.400 Alcudia - Spain Cell phone: (34) 690 084 468 E-mail: email@example.com Work address
Formation in cyberspace: concepts, models and methodologies in the Latino/Hispanic context Dra. Omayra Caraballo Pagán May 31, 2013 E-Formation 2013 Virginia Theological Seminary Alexandria, VA Technology
LINIO COLOMBIA Starting-Up & Leading E-Commerce Luca Ranaldi, CEO Pedro Freire, VP Marketing and Business Development 22 de Agosto 2013 www.linio.com.co QUÉ ES LINIO? Linio es la tienda online #1 en Colombia
Question & Answer Conference Call Project: TALA-0003c Human Resource Development for improved governance and modernization of MARN and SINAMA in El Salvador Date: 10 January 2013 Time: 16:00 16:50 UK time
Universidad Americana Facultad de Ciencias Económicas y Administrativas Maestría en Administración de Empresas Segundo Semestre del 2008 Parte 09: Integrando Cadenas de Oferta y Marketing Globales Asunción,
Treasury and Trade Solutions April, 10 th 2015 Client Delivery TAMPA Patricia Pires Citi Service Center and Offshore Unit Head for Latin America Agenda Quién somos nosotros? Nuestra Estructura Nuestros
Our business isn t selling, is to good service MR Our Mission Our Organization is to be a regional leader in the supply and service of Specialized Technical and Administrative companies in the oil sector,
20-22 MAYO MAY 2014 ORGANIZA ORGANISED BY XVI Salón Profesional Internacional de la Tecnología Audiovisual 16th International Audio-Visual Technology Trade Fair Del 20 al 22 de mayo de 2014 From May 20
Management effectiveness evaluation: for the CBD and for better parks Principles for MEE Methodologies Key question: How will the evaluation help management? Before choosing a methodology or undertaking
Adaptación de MoProSoft para la producción de software en instituciones académicas Adaptation of MoProSoft for software production in academic institutions Gabriela Alejandra Martínez Cárdenas Instituto
How is the World Bank harnessing Big Data for development? Isabelle Huynh Sr Operations Officer World Bank How is the World Bank harnessing Big Data for development? Isabelle Huynh Sr Operations Officer
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
VISION 2020 LATIN AMERICA STRATEGIC PLAN 2013 to 2016 VISION: VISIÓN: MISSION: MISIÓN: A world where no one has preventable, curable visual impairment. Un mundo donde no existan personas ciegas o con impedimento
Patricia Monteferrante Marchesani Professor at IESA's Center for Entrepreneurship. Areas of expertise: Governance in Family Firms, Entrepreneurial Behavior in family businesses, Top Management Team Diversity,
El modelo estratégico de los canales de Click to edit Master text styles contacto con el cliente dentro de los objetivos Second level de calidad y rentabilidad Third level Fourth level Fifth level presentado
HUMAN RESOURCES PLANING AND MANAGEMENT Sub-regional Experience Central America and Dominican Republic Mónica Padilla HR ADVISOR PAHO/ WHO There are shortages of health workers worldwide Distribution of
Reviviendo al emprendedor Schumpeteriano Contribuyendo al desarrollo socioeconómico mediante emprendimientos de alto potencial Jocelyn Olivari N. PhD Fellow UNU-MERIT LALICS Río de Janeiro, 12 de Noviembre
Preamble: UN YOUTH VOLUNTEER DESCRIPTION OF ASSIGNMENT The United Nations Volunteers (UNV) programme is the UN organization that promotes volunteerism to support peace and development worldwide. Volunteerism
Información On Demand Podemos predecir lo que sucederá? Jeffrey Haggott IBM Corporation Americas Data Warehouse Business Unit Latin America Sales Leader firstname.lastname@example.org Temas de Nuestra Charla Gestión
Augusto De Venanzi, PhD Professor of Sociology Department of Sociology IPFW Liberal Arts Building Room 245, Department of Sociology Indiana University - Purdue University Fort Wayne, 2101 E. Coliseum Blvd,
CURRICULUM VITAE LEOPOLDO LABORDA CASTILLO email@example.com Phone: +34 697259827 or +34 91 8820399 Education: Finalized: Ph.D. in Economic and Business Sciences. University of Alcalá, UA (Spain).
Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective
Whitepaper Competition DAMEN SHIPYARDS 2014 Damen Shipyards operates more than 45 shipyards, repair yards and related companies worldwide. Since 1969 we have built over 5,000 vessels worldwide and we deliver
Cambridge IGCSE About University of Cambridge International Examinations (CIE) Acerca de la Universidad de Cambridge Exámenes Internacionales. CIE examinations are taken in over 150 different countries
En consecuencia con el objetivo del programa Becas Chile el cual busca a través de la excelencia de las instituciones y programas académicos de destino cerciorar que los becarios estudien en las mejores
POLICE REFORM AND INNOVATION IN LATIN AMERICA. AN ASSESSMENT Hugo Frühling Centro de Estudios en Seguridad Ciudadana - Universidad de Chile Content: I. The concept of democratic policing II. Changes in
IN7A3 MANAGEMENT SKILLS: INNOVATION AND SELF- MANAGEMENT July - August 2007 Professors: Carlos Vignolo Univ. Lecturers: 5 Sergio Spoerer Cristian Binimelis Requirement: Entry into the Program Claudia Arratia
THESIS Do social economy societies have competitive advantages from other legal forms in competitive tendering for public contracts, to justify the inclusion of social clauses? (Case study in Valencia)
Organizational Behavior and Development Michael Beer Harvard University Organizational studies is a fragmented field. Its foundations are the disciplines of Psychology, Sociology, and Economics and applied
PROBLEM-BASED LEARNING IN MATERIALS AND MANUFACTURING ENGINEERING EDUCATION ACCORDING TO THE ITESM-2015 Eduardo Cárdenas Alemán, César Alberto Núñez López, Juan Oscar Molina Solís Monterrey Institute of
PLEASE PRINT GREGORY-PORTLAND INDEPENDENT SCHOOL DISTRICT Office Use ONLY HUMAN RESOURCES Date Received: 608 COLLEGE STREET PORTLAND, TX 78374 (361) 777-1091, Ext. 1020 Date Approved: AUXILIARY APPLICATION
www.iefl.org SUMMER PROGRAM APPLICATION LATINO STUDENT LEADERSHIP CONFERENCE July 29 August 3, 2012 ASTROCAMP IDYLLWILD, CALIFORNIA MAY BE DUPLICATED INLAND EMPIRE Dear Student: If you are an eighth- or
Coordinating unit: Teaching unit: Academic year: Degree: ECTS credits: 2013 801 - EUNCET - Euncet University Business School 801 - EUNCET - Euncet University Business School BACHELOR'S DEGREE IN BUSINESS
THE HISTORY OF SOCIAL WORK EDUCATION IN SPAIN: DOES HARMONISATION MAKE SENSE? LA HOMOLOGACIÓN DE ESTUDIOS EN LA COMUNIDAD EUROPEA: PERSPECTIVAS DESDE EL PUNTO DE VISTA DEL TRABAJO SOCIAL PAZ MÉNDEZ-BONITO
QUALITY ASSURANCE: The Actuarial Model Dr. Fred E. Szabo Department of Mathematics and Statistics and Institute for Cooperative Education Concordia University, Montreal 9th International CONAHEC Conference
IGNACIO FERRERO MUÑOZ PERSONAL INFORMATION First name/surnames: Ignacio Ferrero Muñoz Date of birth: Málaga, 24.11.1968 Nationality: Spanish Address: Facultad de Económicas. Universidad de Navarra 31009
DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION Gerardo García Rojas Information Solutions Leader Mexico & CoE Mercer College Mercer SECURITY UBIQUITY HYPERCONECTIVITY IMMEDIACY SOCIETY OPPORTUNITY
Leveraging National S&T and Business Talent Abroad Redes de Talentos en el Exterior para Desarrollo Tecnológico Nacional Yevgeny Kuznetsov Senior Economist Knowledge for Development Program Buenos Aires,
21 th Bled econference ecollaboration: Overcoming Boundaries through Multi-Channel Interaction June 15-18, 2008; Bled, Slovenia Competitiveness of Manufacturing SMEs and ecommerce Strategies: An Exploratory
Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth
1. INTRODUCTION This presentation aims to show schematically the structure of this business group, its policies, its business style as well as its service capacity. The group, which is formed by five business
Anti Drugs Association Belgrade Operations Branch www.stopdrogama.org (Drustvo za borbu protiv narkomanije Beograd) UNODC Global Youth Network member UNODC Vienna NGO Committee on Narcotic Drugs member
Social Work Field Education Core Competencies and Practice Behaviors The School of Social Work Field Education Program addresses each of the Council on Social Work Education (CSWE) Core Competencies and
Master of Arts in Employment and Labor Relations (MAELR) http://www.clas.wayne.edu/maelr/ Labor @ Wayne Director, Dr. Marick Masters Academic Advisors: Frank Koscielski/ firstname.lastname@example.org Linda J. Johnson/
Owatonna - BCBSF Library Initiative Evaluation Plan Template March 2013 Activity to be Create new access points to access the library, focused on health equity topics, for targeted population a. Provide
INTEGRATING SUSTAINABILITY DOWN TO THE OPERATIONAL LEVELS OF A MINING COMPANY INTEGRACION DE LA SOSTENIBILIDAD EN LOS NIVELES OPERACIONALES DE LA EMPRESA MINERA JOSE A. BOTIN Catedrático de la Universidad
Curriculum Reform in Computing in Spain Sergio Luján Mora Deparment of Software and Computing Systems Content Introduction Computing Disciplines i Computer Engineering Computer Science Information Systems
ANTIOQUIA SCHOOL OF ENGINEERING General Management ACADEMIC DOMAIN CURRICULUM FIELD (POSTGRADUATE AND MASTERS) PREREQUISITE(S) COREQUISITE(S) SUBJECT CREDITS - COLOMBIANS - ECTS (COLOM x1.8) DIRECT TEACHING
INFO 1500 Introduction to IT Fundamentals Learning Objectives 3. Information Systems and Organisational Issues 1. Identify and describe important features of organizations that managers need to know about
Date of Birth: October 27, 1957 Citizenship: US & UK CV - English MARK ASPINWALL Department of Politics and International Relations University of Edinburgh George Square Edinburgh, EH8 9LL, Scotland email@example.com
Green Project Management Projects integrating Sustainable Methods Training Providing Project Managers with methods, tools, and techniques to execute Projects, Programs, and Portfolios using sustainable
Despliegues en la Plataforma Cloud AWS Antonio Alvarez EMEA Business Developer Manager SAP Forum Madrid, 12 Marzo 2015 Agenda Que es AWS? Beneficios de AWS Cloud + Intel SAP on AWS: Casos de Uso y referencias
Human Resource Management Module 18 Participate in this seminar to learn more about the board of education s role as an employer. Module 18 workshop and resource materials include these important topics:
SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts
Climate Policy Integration: Government Programmes and Strategies in Spain 23rd Ph.D. Workshop on International Climate Policy MALTA 20-21 October 2011 University of Malta-Valletta Campus Jesús Marcos Gamero
Department of Arts and Letters Courses Taken by Harvard Students at the Universidad de la Habana Harvard College Program in Cuba, 2007-2012 Afro-Caribbean Studies Estudios Afro-Caribeños Fall 2010 Spring
ACM Courses Management and Organization Department Ramon V. del Rosario College of Business De La Salle University 2011 ACM-P003-4 Page 0 1.0 COURSE OVERVIEW 1.1 Human Resources Management. The heart of
PA (Process Areas) Ex - KPAs CMMI Content: : Representación n etapas Level 5 Optimizing Focus Continuous Process Improvement Process Areas Organizational Innovation and Deployment Causal Analysis and Resolution
Course Description 2014/2015 Human Resources Management and Management skills Master in Business Administration (MBA) Official Title On-Campus Learning Index Human Resources Management and Management Skills...3