Final Proyect

Parte A.
Organizational management and leadership


Marketing management may spend a fair amount of time building or maintaining a marketing orientation for the business. Achieving a market orientation, also known as "customer focus" or the "marketing concept", requires building consensus at the senior management level and then driving customer focus down into the organization. Cultural barriers may exist in a given business unit or functional area that the marketing manager must address in order to achieve this goal. Additionally, marketing executives often act as a "brand champion" and work to enforce corporate identity standards across the enterprise.
In larger organizations, especially those with multiple business units, top marketing managers may need to coordinate across several marketing departments and also resources from finance, research and development, engineering, operations, manufacturing, or other functional areas to implement the marketing plan. In order to effectively manage these resources, marketing executives may need to spend much of their time focused on political issues and inte-departmental negotiations.

Palabras de contenido
Palabras de función
Verbos
Advervio
Adjetivo
Artículo
Preposiciones
Conjunción
Cognados Verdaderos
Cognados falsos


1. (5 palabras desconocidas del texto):
amount: n. cantidad 
maintaini: vt. mantener
customer: n. cliente
enforce: vt. aplicar
spend: vt. gastar
 
2. Tiempos verbales:
maintaining: Gerundio
 driving: Gerundio

work: Presente simple

3. Idea principal del texto:
El texto trata sobre el tiempo que emplea la gerencia de mercadeo en tener una idea y orientación de mercado, tambien  dice que el mercadeo se puede emplear en la ingenieria, finanzas, manofacturas, etc.


Parte B
 Estructura de la oración.
Three Cultures of Management: The Key to Organizational Learning

• Autores: Edgar H. Schein
• Localización: Sloan management review, ISSN 0019-848X, Vol. 38, Nº. 1, 1996 , pags. 9-20
• Resumen:

o Why do so many organizations fail to learn? According to Schein, organizational learning failures may be caused, not by resistance to change, human nature, or poor leadership, but by the lack of communication among three "cultures." The culture of operators evolves locally in an organization or unit and is based on human interaction. Operators may use their learning ability to thwart management's efforts to improve productivity. The engineering culture represents the design elements of the technology underlying the organization and how the technology is to be used. Engineers, whose reference group is outside the organization, share common educational, work, and job experiences. They are preoccupied with designing humans out of systems rather than into them. The executive culture revolves around maintaining an organization's financial health and deals with boards, investors, and capital markets. As executives, whose reference group is also outside the organization, are promoted, they become more impersonal, seeing people more as a cost than as a capital investment. When organizations attempt to redesign or reinvent themselves, says Schein, the cultures collide and failure occurs. Executives and engineers are task focused and assume that people are the problem. Executives band together and depersonalize their employees. Executives and engineers can't agree on how to make organizations work better while keeping costs down. Enough mutual understanding must be created among the cultures to evolve solutions that all groups can commit to. First, says the author, we must recognize the concept of culture. Next we must acknowledge that engineers or executives alone cannot solve problems, but must work together. Third, we must conduct cross-cultural dialogues. Each culture must learn how to learn and to analyze its own culture


Frase nominal
Frase verbal
Nucleo

Parte C.
Estrategias de lectura:

Leadership is stated as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."[1] Definitions more inclusive of followers have also emerged. Alan Keith stated that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."[2] Tom DeMarco says that leadership needs to be distinguished from posturing.[3]

The following sections discuss several important aspects of leadership including a description of what leadership is and a description of several popular theories and styles of leadership. This article also discusses topics such as the role of emotions and vision, as well as leadership effectiveness and performance, leadership in different contexts, how it may differ from related concepts (i.e., management), and some critiques of leadership as generally conceived.

http://www.google.co.ve/search?hl=es&q=leadership&um=1&biw=1259&bih=823&ie=UTF-8&sa=N&tab=iw


Palabras claves:
Leadership
Definitions
is ultimately
important

Palabras que se repiten:
Leadership

also