PROGRAMA ORGANIZA. Cuesta de Aldapeta, San Sebastián-Donostia

Transcripción

1 PROGRAMA ORGANIZA Cuesta de Aldapeta, San Sebastián-Donostia

2 Índice Welcome from the Head of ISSA... 1 Welcome from the Symposium s Organizers... 2 P onentes... 3 Programa 23 y 24 de mayo... 5 Programa s ábado 24 de mayo. ISSA... 6 Abstracts... 9 Índice de autores Sedes del Simp osio... 21

3 WELCOME from the Head of ISSA- School of Management Assistants María Jesús Álvarez Sánchez-Arjona It is our great pleasure to welcome you to the International Symposium - The Next 50 Years in Business: challenges and personal development in a globalized world. This year ISSA is celebrating the 50 th year of its founding and this presents a prime opportunity to organize a symposium to mark our 50th anniversary. It will be held in San Sebastián on the 23rd and 24th May This symposium focuses on the relationship between the development of professional talent and skills - both personal and professional - and successful companies in a world that increasingly favours the reunion of different cultures. The meeting thus aims to examine closely the new roles and responsibilities acquired by different members of the organization, including the Management Assistant, in the current globalized environment, where attitudes and behaviour have to adapt to the differences and similarities between cultures. For this Symposium we have decided to provide insight into the issues of Human Resource Management, Corporate Communications, Organizational Behaviour, Middle Management, Professional Skills Development and Coaching which are crucial to better understand the current and future organizational structure. We hope that this symposium may contribute new ideas and suggestions in guiding organizations and universities to embark on a new journey to excellence of current and future students, professors, and leaders in business. 1

4 WELCOME from the Symposium s Organizers Leticia Bañares Parera Ana M. Fernández Vallejo Dear participants of the International Symposium The next 50 years in Business, Welcome to Spain, welcome to San Sebastián, and welcome to ISSA-School of Management Assistants. This year we are celebrating the 50th anniversary of the foundation of ISSA. During these 50 years, 3200 students have passed through our classes, students from all parts of Spain and some other countries (Belgium, El Salvador, France, Finland,, Germany, Latvia, Lithuania, Poland, Rumania, Russia, USA, ). We have agreements with 20 international universities and our graduates are working all over world. 50 years ago the University of Navarra took the decision to offer students training in Management Assistance and today, in Spain, this degree is offered only by ISSA. This year, a year of celebration for ISSA, is the perfect framework to organize an International Symposium; an ideal forum where professors, professionals, researchers and students can reflect on current organizational structure from different points of view and its future. We are honored and extremely happy to arrange this symposium, and we hope it will provide you with interesting ideas, revealing insights and new friends. Thank you very much for coming. 2

5 Ponentes Yih-teen Lee es Profesor Agregado del Departamento de Dirección de Personas en las Organizaciones. Obtuvo su Ph.D. en HEC, University of Lausanne, donde también participó en un proyecto de investigación como Research Fellow de postdocotrado. Es profesor de liderazgo, dirección intercultural y dirección estratégica de recursos humanos en el MBA así como en programas ejecutivos. Antes de colaborar con el IESE, fue profesor en la HEC University of Lausanne (Suiza), en la Angers Graduate School of Business ESSCA (Francia), en la American Graduate School of International Management Thunderbird Europe (Francia), y la Lung-Hua University of Science and Technology (Taiwan, R.O.C.). Uno de los artículos del Prof. Lee sobre la cultura y el encaje de las personas con el entorno, titulado "Satisfaction and Individual Preference for Structuring: What is Fit Depends on Where You Are From," (Satisfacción y preferencia individual para la estructuración: lo que conviene depende de dónde vengas) ganó el Premio Best International Paper Award otorgado por la Organizational Behavior Division en la reunión anual de la Academia de Dirección de 2006, y fue uno de los tres finalistas del premio Carolyn Dexter Award. Además de los artículos publicados en diarios científicos como Personality and Individual Difference, el Prof. Lee también a coeditado los libros Les compétences culturelles (Competencias culturales, L'Harmattan, 2007), y Cultural Contexts of Human Resource Development (Contextos culturales del desarrollo de recursos humanos, Palgrave, 2009). Esteban García Canal es catedrático de Organización de Empresas en la Universidad de Oviedo, Esteban García Canal asesora e imparte cursos específicos a empresas y organismos públicos en temas relacionados con la formación de alianzas estratégicas, el diseño organizativo y la elaboración de planes de internacionalización y crecimiento en general. Así, es experto en acuerdos de cooperación entre empresas y alianzas estratégicas, diseño de la organización y el cambio, estrategia internacional, fusiones y adquisiciones, la expansión corporativa de las empresas reguladas y multinacionales emergentes del mercado. Ha publicado más de 70 artículos en revistas científicas especializadas, tanto estrictamente académicas (como Strategic Management Journal, Academy of Management Perspectives, Research Policy, Organization Studies, Journal of International Management, International Business Review o Journal of Institutional and Theoretical Economics, entre otras) como otras también dirigidas a profesionales y directivos (como Harvard Business Review, Journal of World Business, European Business Review o Long Range Planning, entre otras). 3

6 Manuel Guillén Parra Manuel Guillén es Profesor Titular de Organización de Empresas, en el Departamento de Dirección de Empresas Juan José Renau Piqueras de la Universidad de Valencia. Director del IECO (Institute for Ethics y Communication and Organizations), y responsable de la Cátedra IECO-UNESCO en Management, Gobernanza, Confianza y Alteridad. Secretario General de EBEN-España (Europen Business Ethics Network). Es Doctor en Administración y Dirección de Empresas por la Universidad de Valencia (1998), y Licenciado en Ciencias Económicas y Empresariales por la misma universidad. Manuel ha sido Visiting Scholar en las Universidades de Notre Dame (Indiana) y de St.Thomas (Minnesota) y Doctoral Visiting Student en el IESE Business School. Actualmente es Permanent Visiting Scholar en la Universidad de Bentley (Massachusetts) y Permanent Research Fellow en el Real Colegio Complutense de la Universidad de Harvard. Estíbalitz Ortiz González es profesora de Dirección de Personas People Management- en la Escuela Superior de Comercio Internacional ESCI- de la Universidad Pompeu Fabra y desde 2012 imparte también clase en el Máster en Negocios Internacionales de la misma Universidad, siempre a alumnos de perfil internacional. Así mismo, es Directora Ejecutiva de la Unidad de Coaching del IESE. Licenciada en Filología Hispánica por la y Doctor en Filosofía (PhD) por IESE Business School. Su tesis doctoral es sobre Mentoring y Coaching. inició su carrera profesional hace 15 años. La mayor parte de su trayectoria profesional se ha desarrollado en el ámbito multinacional: trabajó diez años como Generalista de Recursos Humanos en Agilent Technologies Spain, centrándose sobre todo en temas de desarrollo organizacional, formación y coaching a directivos de más de 20 nacionalidades. En dicha empresa colaboró en la creación e implantación del Centro de Servicios Comerciales y Financieros para toda Europa, Oriente Medio e Hispano América. Posteriormente trabajó como investigadora asociada, formadora y consultora en el sector de la Hostelería en España. Sus áreas de interés se centran en la investigación del coaching ejecutivo en entornos internacionales, y en la Dirección de Personas en entornos internacionales. Carolina Ugarte Artal es Profesora Contratada Doctora en el área de Teoría e Historia de la Educación y Vicedecana de Alumnos de la Facultad de Educación y Psicología de la. Su investigación se ha centrado en la formación de competencias profesionales y cívicas en educación superior y en el entorno profesional dentro de la línea de investigación consolidada Educación y ciudadanía. Actualmente es investigadora principal del proyecto Autonomía educativa y flexibilidad escolar. Criterios de calidad educativa y miembro del Proyecto Parlamento Cívico que se desarrolla conjuntamente entre la y el Parlamento de Navarra. 4

7 V i e r n e s 2 3 d e ma y o. TE C N U N 1 5 : 3 0 Registro y entrega de documentación 1 6 : 0 0 Sesión de apertura Excma. Sra. D.ª María Iraburu Elizalde Vicerrectora de Profesorado. Stephan Delplace Secretario General de EURASHE Miembro de la junta ejecutiva de EQAR M.ª Jesús Álvarez Sánchez-Arjona Directora de ISSA-School of Management Assistants Sesión plenaria Cultivando las competencias culturales para un mundo mejor Yih-Teen Lee. IESE Business School Profesor Asociado Dpto. Dirección de Personas en las Organizaciones 1 7 : 1 5 C a f é 17:30 Mesa redonda Formación y crecimiento personal en el trabajo Esteban García Canal. Universidad de Oviedo Manuel Guillén Parra. Universidad de Valencia Estíbaliz Ortiz González. Universitat Pompeu Fabra Carolina Ugarte Artal. Moderadora: Magdalena Torres Ruiz. Gerente. Fundación Grupo Norte (Navarra) 1 9 : 0 0 C ó c t e l ( P a l a c e t e I S S A ) S á b a d o 2 4 d e ma y o. IS S A 1 0 : 0 0 Comunicaciones A u l a 3 A u l a 5 A u l a 6 A u l a 8 E m p l e a b i l i d a d, u n i v e r s i d a d y g l o b a l i d a d C o m u n i c a c i ó n e n l a e m p r e s a 1 1 : 0 0 C a f é 1 1 : 3 0 A p r e n d i z a j e e n l a e m p r e s a Workshops sobre el ejercicio profesional del asistente de dirección Workshop 1. Aula 4-4bis Experiencias de emprendizaje e innovación Moderadora: Iranzu Sáenz de Murieta. Workshop 3. Hall Moderadora: Inés García Soro E j e r c i c i o p r o f e s i o n a l y l i d e r a z g o Workshop 2. Aula 7-7bis Diversidad competencial y funcional del asistente de dirección Moderadora: Cristina Mancebo Iglesias El ejercicio profesional en contextos multiculturales 1 3 : 1 5 C l a u s u r a y v i n o e s p a ñ o l 5

8 Sábado 24 de mayo. ISSA 1 0 : : 0 0 Sesiones paralelas Aula 3: Empleabilidad, universidad y globalidad M o d e ra d o r: S t e p h a n Delplace Csaba Szűcs Zoltán Zörög Károly Róbert College. Hungary Inés García Soro Margarita Išoraitė Laima Steiblienė Gitana Mečėjienė Vilniaus kolegija/university of Applied Sciences M.ª Isabel Saracíbar Razquin Inmaculada Serrano Monzó Ana Canga Armamayor The perceptions of graduates on the correlation of their labour market situation and qualification in Hungary [1] Is it really so easy to export? Several ideas from the International Market [2] Analysis of how employers perceive professional competencies of Vilnius College Students[3] The future of nursing. Leading the change in nursing training to promote health [4] Aula 5: Comunicación en la empresa M o d e ra d o ra : P i l a r S a i z C e r r e da Elena Altube Zurutuza Paula Suescun Aránzazu Albertos San José M.ª Carmen Erviti Ilundain Estíbaliz Díaz García La estructura organizativa y la comunicación interna. Caso ulma handling systems: análisis de la comunicación interna entre directores y mandos intermedios [5] La escuela de arquitectura de la universidad de navarra: imagen publicada en la prensa de la comunidad foral [6] La competencia comunicativa: desarrollo en la universidad y futuro en la empresa [7] Marketing y comunicación corporativa en los vídeos populares de YouTube [8] La actitud: pieza clave para la calidad del asistente de dirección [9] 6

9 Aula 6: Aprendizaje en la empresa M o d e ra d o ra : L a u ra I lz a r b e I z q u i e r d o Laura Ilzarbe Izquierdo Transabadell Susana Vegas Chiyón Universidad de Piura (Perú) Nuria Garro-Gil Claudia Castillo Rodríguez Berta Sánchez Lasheras Tania Beatriz Bernabé González Mónica Del Carmen Meza Mejía Universidad Panamericana La capacidad de observación y la percepción en la toma de decisiones [10] Enfoque relacional del cambio en la empresa [11] Crear espacios de convivencia universitaria: un reto para el desarrollo del talento [12] El aprendizaje organizacional. Desafíos para un mundo globalizado aplicación del modelo 70:20:10 [13] Aula 8: Ejercicio profesional y liderazgo Moderadora: Ana M. Fernández Vallejo Rafael Hernández Uriguen Irene Perurena Rodríguez Marta Zárraga-Rodríguez Carmen Jaca García Leticia Bañares Parera Ana M. Fernández-Vallejo Jesús E. Albertos San José Universidad Internacional de La Rioja Café Invertir más de diez páginas en un libro de ética para Management Assistants? [14] El asistente de dirección como facilitador de la mejora continua [15] Las competencias directivas del mando intermedio [16] La acción directiva y el liderazgo [17] 7

10 1 1 : : 1 5 W o r k s h o p s s o b r e e l e j e r c i c i o p r o f e s i o n a l d e l a s i s t e n t e d e d i r e c c i ó n 11: 30 Experiencias de emprendizaje e innovación. Aula 4-4bis M o d e r a d o r a : I r a n z u S á e n z d e M u r i e t a. S o c i a f u n d a d o r a d e S I N N P L E Ane Bilbao Goñi (ISSA 07) Co Founder de ENREDOOS, Social Media Manager Ana Belén Juaristi Urdangarín (ISSA 81) Director Gerente Engranajes en JUARISTI, S.L / Vicepresidente ADEGI Pilar Marcuello Franco (ISSA 91 ) Adjunta a Dirección en REY CORPORACIÓN Maïder Tomasena Maltete-Seillán (ISSA 07) Creadora, copywriter y generadora de contenidos en MAÏDERTOMASENA.COM. Diversidad competencial y funcional del asistente de dirección. Aula 7-7bis Moderadora: C r i s t i n a M a n c e b o I g l e s i a s. C o o r d i n a d o r a d e A d m i s i ó n e n I S S A Elena Altube Zurutuza (ISSA 01) Management Assistant en ULMA Handling Systems Immaculada Ensesa Juandó (ISSA 10) Assistant en CUATRECASAS, GONÇALVES PEREIRA Arantxa Garin Garmendia (ISSA 08) FREELANCE Beatriz Lobatón Soriano (ISSA 94) Directora de Programas de Conferencias y Encuentros en FUNDACIÓN RAFAEL DEL PINO Marisa Pardo Gastón (ISSA 09) Assistant en IESE BUSINESS SCHOOL 12: 30 El ejercicio profesional en contextos multiculturales. Hall M o d e r a d o r a : I n é s G a r c í a S o r o. P r o f e s o r a C o m e r c i o E x t e r i o r I S S A / K E N D U S o p o r t e s G r á f i c o s S. L. Ainhoa Olano Galarza (ISSA 97) Assistant Departamento Exportación en ORKLI S. COOP M.ª José Campanillas Ciaurriz (ISSA 95) Directora Dpto. Logística en INTER ALLOYS, S.L. Silvia Martín Marquina (ISSA 93) Secretaria Dirección en EVOBUS Anna Usanova (ISSA 09) Assistant en Grupo Industrial KEMPCHEN - COMDIFLEX S.A 13:15 CLAUSURA Y VINO ESPAÑOL 8

11 9 Abstracts

12 [1] THE PERCEPTIONS OF GRADUATES ON THE CORRELATION OF THEIR LABOUR MARKET SITUATION AND QUALIFICATION IN HUNGARY CSABA SZŰCS 1 ZOLTÁN ZÖRÖG 2 Károly Róbert College. Hungary The examination of the ways how starters are provided with the opportunity of filling in a post tailored to their skills, abilities and qualification in the least complicated and smoothest way has already been a subject of several labour market studies in Europe. It is a generally accepted fact that people with a higher education degree can more easily find a job and receive higher salary. In Hungary finding a job has apparently become more difficult for the graduates since about This fact has been stressed as it was actually in contrast with the expectations of the 1990 s. There are a number of processes behind the statistics attempting to describe the chances of degree holders to find employment. Naturally, there are professional fields in which it is easier to find a job in this case payment is usually lower. In other areas the opposite tendency holds true. Data provided by the graduate career tracking system present a good opportunity to examine to what extent degree holders graduating from the Hungarian higher education system, which has been developing rapidly since the political transformation, meet labour market expectations. Economic catching up was related to the expansion of higher education and it was supposed that it was easier for the graduates to find a job, which could reduce unemployment. The respondents evaluation of the work carried out in the higher education institution is considered together with how they could make use of their knowledge, to what extent their qualification correlates with their present job and also how fast they could find a job after taking their final exams. [2] IS IT REALLY SO EASY TO EXPORT? SEVERAL IDEAS FROM THE INTERNATIONAL MARKET INÉS GARCÍA SORO 3 The current paper offers a basic analysis of the main aspects that a company should consider when it begins the process of exportation. The purpose of this article is to provide a practical approach to the world of foreign trade with a triple perspective: analysis of differences in trades, technical barriers to trade and distribution channels. 1 szucscsaba@karolyrobert.hu 2 zzorog@karolyrobert.hu 3 igsoro@unav.es 10

13 [3] ANALYSIS OF HOW EMPLOYERS PERCEIVE PROFESSIONAL COMPETENCIES OF VILNIUS COLLEGE STUDENTS MARGARITA IŠORAITĖ 4 LAIMA STEIBLIENĖ 5 GITANA MEČĖJIENĖ Vilniaus kolegija/university of Applied Sciences Article analyses theoretical definition aspects of competencies and professional competencies. Paper presents various definitions of competencies provided by different authors. Moreover this paper provides summarized understanding of professional competencies. This article analyses how employers who hire Vilnius College graduates perceive their professional qualities and competencies obtained during studies. Respondents of this research identified that they make hiring decisions based on individual interviews, recommendations and selection testing results. They are satisfied with all graduates, who eagerly improve their professional skills in various areas of expertise. Graduates have adequate theoretical knowledge base, decent organizational skills and have enough knowledge of foreign languages. General qualities of graduates were highly evaluated. This paper has showed that personal qualities have an impact on professional activities; these qualities are responsibility, activity in workplace and efficiency. Bank employers are willing to cooperate with Vilnius College faculty of economics administration. Primary areas of cooperation would be: discussing content of internships and setting aims of internships. [4] THE FUTURE OF NURSING. LEADING THE CHANGE IN NURSING TRAINING TO PROMOTE HEALTH M.ª ISABEL SARACÍBAR RAZQUIN 6 INMACULADA SERRANO MONZÓ 7 ANA CANGA ARMAMAYOR 8 Currently, the provision of medical care is undergoing drastic changes. The healthcare system must develop therapeutic activities, attend to an increase in patient demand, accommodate the necessity for coordinating with other social services, pay more attention to preventative care and the promotion of healthy lifestyles, develop crosssector policies and respond to a higher demand for rehabilitation and social reintegration, and all of this, within very complex organizations. In this context, if one wants to provide a high quality of patient care which is more generalized in contrast to the current much more specialized attention, it is necessary to discover new ways of 4 misoraite@gmail.com 5 laima.steibliene@gmail.com 6 mis@unav.es 7 iserrano@unav.es 8 acanga@unav.es 11

14 providing healthcare. It is necessary to reassess the functions of many healthcare professionals, including those of nurses. Just as the systems of patient healthcare have endured modifications, this is equally true for the role of nurses. It has evolved in a way so that nurses are providing more services which results in a demand for an increase in skill level. As a result, it is necessary that their role as healthcare providers be more relevant. In order to do that, together with the introduction of organizational and cultural changes that allow for a greater leadership role within nursing, they should also provide new focuses is their education, preparation and skill development. The way nurses were educated in the last century no longer suffices to deal with the realities of patient care in the 21st century. Because the needs of the patients and their surroundings have become more complex, nurses now need to obtain the necessary skills that permit them to offer a higher level of patient care. Moreover, nurses must have a clear understanding of the technological tools and information management systems, while at the same time collaborating with and coordinating patient healthcare teams. In this context, the school of nursing at the University of Navarra understands the need for its students to obtain these higher levels of skills training through new ways of education. Therefore, in this center, with its clear vision of the future about the importance of the development of new roles and responsibilities of nurses, introduced a notable change in the nursing curriculum and the demarcation of the role of each of the participants in the teaching process. This newly designed curriculum subsequently was incorporated into graduate level training. With the introduction of this teaching focus, the School of Nursing demonstrates a promise to its students to help them not only in the acquisition of professional skills, but also the development of their own personal skills. In addition, it completes its goals of providing a quality education that improves the results of the health of the nurses and the enhancing the role that they must perform. [5] LA ESTRUCTURA ORGANIZATIVA Y LA COMUNICACIÓN INTERNA. CASO ULMA HANDLING SYSTEMS: ANÁLISIS DE LA COMUNICACIÓN INTERNA ENTRE DIRECTORES Y MANDOS INTERMEDIOS ELENA ALTUBE ZURUTUZA 9 Internal communication is the core of an organisation, without which no company could function efficiently. Internal communication should be seen as a crucial, strategic management function. The current study pretends to analyze the impact of the 9 ealtube@alumni.unav.es 12

15 organisational change that Ulma Handling Systems had just undergone in the process of internal communication. For this purpose it was decided to hold an audit of internal communication between management and middle management at ULMA Handling Systems. The final result of this study has been a list of corrective actions that have been defined in order to solve the communication problems of the company. [6] LA ESCUELA DE ARQUITECTURA DE LA UNIVERSIDAD DE NAVARRA: IMAGEN PUBLICADA EN LA PRENSA DE LA COMUNIDAD FORAL PAULA SUESCUN DE ESTEBAN 10 Universidad Navarra This research evaluates the image that the press of Navarra gives to the school of architecture, and confronts the communicative management of the school the image that it intends to transmit throughout the media. The chosen methodology is based on an empirical work with quantitative methods (content analysis) and qualitative methods (personnel interview). The study was refined to the search in the press of Navarra and was limited to one academic year (1st of September till the 31st of August 2012): for the quantitative research an analysis of quantitative contents was realized with a pretest; for the qualitative research, there was an interview with the person in charge of the communication in the center, namely the Director of Development. [7] LA COMPETENCIA COMUNICATIVA: DESARROLLO EN LA UNIVERSIDAD Y FUTURO EN LA EMPRESA ARÁNZAZU ALBERTOS SAN JOSÉ 11 Communicative competence is considered in the tuning project as an instrumental competition, especially relevant for new college graduates. The reflex project also demonstrates the vital importance of this competition among spanish graduates, ahead of their professional work. The development of communicative skills is not independent, is performed in conjunction with other skills such as the ability to see reality from different angles (polyhedral), sensitivity, empathy, and selfcontextualization and critical capacity. For a professional branch of social and legal sciences domain of communicative competence plays a major role. The analysis of good communication leads us to consider that it is necessary to know the different registers of language (specialized trade, public and family) and its various manifestations in the oral and written communication. The aim is that the communicative exchange is consistent, correct and appropriate, using the stylistic and appropriate regulatory criteria. In the development 10 psuescun@unav.es 11 aalbertos@unav.es 13

16 of communicative skills argumentative capacity, without neglecting the other text types and the specific discursive features of institutional or disciplinary communication is prioritized. Interpersonal communication is a core aspect of the professional - business performance, especially when the work is done in teams, the aim should be to foster a cooperative work style and not competitive. An expert level requires mastery of the communication process and the proper use of verbal and non-verbal language, manifesting the presence of feelings in the dynamics of the communication process. The quality of communication in this area is linked to the development of behaviors that facilitate communication and avoid defensiveness. The evaluation of this competition in a disciplinary field, through objective evidence follows a traditional pattern of objective evidence. This evaluation model can be added to the portfolio of the language, through evidence to demonstrate the mastery of communicative competence. [8] MARKETING Y COMUNICACIÓN CORPORATIVA EN LOS VÍDEOS POPULARES DE YOUTUBE M.ª CARMEN ERVITI ILUNDAIN 12 Marketing professionals have looked at the possibilities of YouTube and the contents of the platform are increasingly used for commercial purposes, seeking brand reputation or other related corporate communication objectives. We analyzed, in Popular on YouTube Worldwide channel, videos from the category "Science and Technology" to determine their degree of popularity and the presence of marketing content. The results indicate that behind most of these videos are technology companies, which achieve remarkable success to place their contents among the most popular on YouTube Worldwide. [9] LA ACTITUD: PIEZA CLAVE PARA LA CALIDAD DEL ASISTENTE DE DIRECCIÓN ESTÍBALIZ DÍAZ GARCÍA 13 This work has sought to clarify what a Management Assistant needs in order to perform well in a job and to become a good professional. A Management Assistant requires qualities and training in different areas to build up their professional background, but that is not enough. It is essential for a good professional of Management Assistance to possess a certain attitude in order to carry out his/her work, and to listen and to respond to all needs with objectivity and the right criteria. This 12 mecerviti@unav.es 13 ediaz@ceit.es 14

17 paper analyzes skills, knowledge and attitudes that a Management Assistant has to develop to become the liaison between management and other departments. [10] LA CAPACIDAD DE OBSERVACIÓN Y LA PERCEPCIÓN EN LA TOMA DE DECISIONES LAURA ILZARBE IZQUIERDO 14 Transabadell SUSANA VEGAS CHIYÓN 15 Universidad de Piura (Perú) In all the activities of our lives, we are continually making personal and professional decisions. We choose what outfit to wear, which transport we are going to use to go to work, what kind of food to take for lunch. We decide which suppliers our company should select, what investments to make, who we hire as staff, etc. In this article we are going to analyze two management skills that have an impact on decision-making: observation capability and perception. Regarding observation capability, we will expose several situations where our eyes receive a large number of images throughout the day, but the brain only processes a few of these. If we fail to observe our environment in a global way, we can also fail in decision-making. With respect to perception, we will discuss how our paradigms, our accumulated experiences, influence the way we understand what we observe and, consequently, the decisions we take as a result of how we understood the situation. Finally, we present some experiences that have caused a change of paradigms in some individuals and how they, as consequence of the change, have interpreted reality in a more accurate way and taken decisions with better results. [11] ENFOQUE RELACIONAL DEL CAMBIO EN LA EMPRESA NURIA GARRO-GIL 16 CLAUDIA CASTILLO RODRÍGUEZ 17 Today, companies are facing big changes, on human, organizational and structural level. These changes are coming from a big part of the society which seems immersed and seems to be in continuous process of evolution. The aim of this Symposium bearing in mind the challenges for the next 50 years in the business field-, is to observe the notion of social change considering it from a sociological perspective and by adopting in particular the relational approach. This approach doesn t only change 14 laura.ilzarbe008@transabadell.com 15 susana.vegas@udep.pe 16 nggil@alumni.unav.es 17 ccrodriguez@alumni.unav.es 15

18 the introduction of an external and innovative element in the structure but is also seen as a new way of relate relations. Applied to the company, this concept of change is useful because it provides a new vision of relations, which refer to the persons who form and make the company. Therefore change, innovation and business growth require a vision that goes beyond pure structuralism and the logic of efficiency and productivity. It is also important to pay attention to the personal relations that are being created within the approach, as the potential to be a humanizing or a dehumanizing approach. [12] CREAR ESPACIOS DE CONVIVENCIA UNIVERSITARIA: UN RETO PARA EL DESARROLLO DEL TALENTO BERTA SÁNCHEZ LASHERAS 18 University years are key to personal and professional development. Teaching needs to be focused on creating work, intellectual and personal habits, and on enabling students to integrate the academic knowledge specific to each degree with a critical, open and global view. This education cannot be reduced to technical or general plans, but should have an impact -vital impact- in each student, mainly obtained through dialogue. This requires creating spaces for significant coexistence between students and between teachers and students. At these spaces, a humanistic dialogue on the profound issues that concern people today is created and there is also a place for reflection and the development of personal and professional skills. [13] EL APRENDIZAJE ORGANIZACIONAL. DESAFÍOS PARA UN MUNDO GLOBALIZADO APLICACIÓN DEL MODELO 70:20:10 TANIA BEATRIZ BERNABÉ GONZÁLEZ 19 MÓNICA DEL CARMEN MEZA MEJÍA 20 Universidad Panamericana In a society where knowledge is important, education is a competitive advantage which will distinguish organizations. As we live in a globalized world, the only sustainable competitive advantage is to learn faster than other organizations. That is why the usual practices to acquire learning are being questioned and in addition to the formal technical and vocational education, required of the habit of learning under a systemic approach. This article shows how to implement the model as an alternative to develop the competencies that reinforce/strengthen the organizational learning bsanchez@unav.es 19 bnatel@globomail.com 20 mmeza@up.edu.mx 16

19 [14] INVERTIR MÁS DE DIEZ PÁGINAS EN UN LIBRO DE ÉTICA PARA MANAGEMENT ASSISTANTS? RAFAEL HERNÁNDEZ URIGUEN 21 This paper describes the experience during 18 years as a lecturer of Ethics for the Program of Management Assistants at ISSA. In addition, it describes the experience of embarking on this initiative of the first and so far- only specific book of Ethics for Management Assistants and its possible contribution to qualifying this profession. With this paper, we seek to share this experience and open a discussion among all to widen points of view and enrich them as a key part to the continued existence of this profession. [15] EL ASISTENTE DE DIRECCIÓN COMO FACILITADOR DE LA MEJORA CONTINUA IRENE PERURENA RODRÍGUEZ 22 MARTA ZÁRRAGA-RODRÍGUEZ 23 CARMEN JACA GARCÍA 24 Purpose: The aim of the study is to analyze whether the management assistant can be an enabler of continuous improvement. We have conducted a review of the literature related to continuous improvement and the figure of the management assistant in the organization. Design: For the analysis of the collected information qualitative methodology has been used, specifically decision- making based on expert opinion obtained through group techniques. Results: The study shows that the management assistant s competences allow him/her to facilitate the key elements of continuous improvement. Limitations: the experts who took part in the study come from the same company and this fact can skew the analysis. Practical implications: competences that enable the management assistant to support each of the key elements associated with the process of continuous improvement have been identified. It can be useful for any company committed with continuous improvement. Originality / value added: the study establishes the role of the management assistant in relation with continuous improvement and helps to define the role of this figure in the company rahernadez@unav.es 22 iperurena@alumni.unav.es 23 mzarraga@unav.es 24 cjaca@tecnun.es 17

20 [16] LAS COMPETENCIAS DIRECTIVAS DEL MANDO INTERMEDIO LETICIA BAÑARES PARERA 25 ANA M. FERNÁNDEZ-VALLEJO 26 This study analyzes managerial competences that are required of the middle management level in order to successfully carry out its functions. The review of existing bibliography shows that the managerial competences have been studied in a comprehensive manner for senior management, but these competences have not been considered with respects to middle management, seeing as until now, it wasn't granted managerial functions. In accordance with the roles of the new middle management, 16 managerial competences are selected. These competences are organized in three groups: strategic competences, competences related to the interpersonal dimension and competences related to the personal dimension. A survey is distributed among graduates of ISSA-School of Management Assistants (University of Navarra, Spain), who had occupied positions as middle managers at some point in their professional career. The results of this study suggest that the crucial competences for middle management's success in carrying out its work are the following: business vision and the vision of the organization; information management, communication and teamwork; and honesty, time management and being proactive. [17] LA ACCIÓN DIRECTIVA Y EL LIDERAZGO JESÚS E. ALBERTOS SAN JOSÉ 27 Universidad Internacional de La Rioja The directive action is proper to the human level, and consists internally of aspects such as intellection, the decision, power, or will. Each of these aspects involves a separate analysis, but it should be understood in a unified way. Likewise, from an outside perspective of directive action may affect other people in the form of leadership, and in this sense can also analyze which are the conditions of possibility and limitations for this action can be considered as such. In addition, they are more irrational aspects in the follow of the leader, who may even be contradicted with initially indicated. Finally a reflection is also made about the maturity and it relevance in the process lebanares@unav.es 26 amf@unav.es 27 jesus.albertos@unir.net 18

21 Índice de autores Ana Canga Armamayor, 11 Ana M. Fernández-Vallejo, 18 Aránzazu Albertos San José, 13 Berta Sánchez Lasheras, 16 Carmen Jaca García, 17 Claudia Castillo Rodríguez, 15 Csaba Szűcs, 10 Elena Altube Zurutuza, 12 Estíbaliz Díaz García, 14 Gitana Mečėjienė, 11 Inés García Soro, 10 Inmaculada Serrano Monzó, 11 Irene Perurena Rodríguez, 17 Jesús E. Albertos San José, 18 Laima Steiblienė, 11 Laura Ilzarbe Izquierdo, 15 Leticia Bañares Parera, 18 M.ª Carmen Erviti Ilundain, 14 M.ª Isabel Saracíbar Razquin, 11 Margarita Išoraitė, 11 Marta Zárraga-Rodríguez, 17 Mónica Del Carmen Meza Mejía, 16 Nuria Garro-Gil, 15 Paula Suescun De Esteban, 13 Rafael Hernández Uriguen, 17 Susana Vegas Chiyón, 15 Tania Beatriz Bernabé González, 16 Zoltán Zörög, 10 19

22 Sedes del Simposio Viernes 23 de mayo. TECNUN 20

23 Sábado 24 de mayo. ISSA 21

24