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Legislative Pyramid

• Constitution
• Laws, Decree-Law, International Treaties
• Supreme Decree, Decree
• Simple Regulations
• Resolutions

Principles

Preventive

• Environmental education
• Management plans, prevention, or decontamination
• Environmental quality standards and emission

Gradualism

• Arrange interests
• Build in stages (environmental standards, EIA legislation, sectoral audit)

Realism and Integration

• Act on what is
• There are no immediate solutions
• Perform building, not just control
• Opening economic tools
• Environmental cost internalization

Responsibility

• Have criminal liability or fraud guilt

Participatory

• Advertising for new projects
• Local organizations may challenge new projects
• Building Advisory Council - for public procedures
• Setting environmental quality standards

How to

Organizational Chart

Schematic representation of agencies and units of a particular school and their mutual relations. It is the letter of the structure: It represents strictly the formal structure and manifest.

• Includes: organs, levels of authority, and relationships.

We provide an understanding of the organization and the opportunity to reflect on and improve it. For its development, we must consider:

• Clarity: easy reading.
• Accuracy: contain all the elements.
• Up-to-date: reflection of present reality.

LODE Management Model (1985)

• Three years in the faculty.
• A year spent in the center and final destination in the same.
• Term of office of three years.

New Model of Leadership:

• Elective (chosen by the School Board).
• Non-professional (LODE) / Professional (

Understanding Organizational Coordination

A lack of conceptual precision often leads to the use of many synonyms for the term 'coordinate,' such as 'harmonize,' 'order,' and 'balance.' However, 'coordination' should not be considered a synonym for 'cooperation,' which designates attitudes that can foster internal coordination.

Characteristics of Effective Coordination

• Mutual adjustment processes
• Activities or relationships involving people or things
• References to one or more well-defined objectives
• Use of information to be communicated

Factors Influencing Organizational Complexity

Organizational Structure and Its Impact

Organizational structure, particularly the functional form, is a key reason for internal complexity. Structure, in turn, depends on... Continue reading "Achieving Seamless Organizational Coordination" »

Core Functions of Communication Networks

Communication and information networks serve several key functions within an organization:

• Control: They help regulate the conduct of organization members.
• Motivation (Reasons): They inform staff about their tasks, execution methods, and potential improvements, thereby stimulating their behavior and performance.
• Emotional Expression: They provide a channel for individuals to express frustrations and feelings of satisfaction.
• Decision Support (Reporting): They facilitate decision-making by providing necessary information to individuals and groups.

Directions of Organizational Communication Flow

Communication within an organization can flow in several directions:

• Vertical Downward: Communication from a superior

Organizational Charts as Communication Tools

Using charts as a communication tool serves several key purposes:

• Inform members: To inform members of the organization about their position relative to the rest of the organization.
• Structural picture: To provide an overall picture of the structure.
• Onboarding: To enable persons entering the organization to make contact with and understand its structure.
• Career progression: To facilitate the understanding of the possibilities for each person to move up within the organization.
• Stakeholder information: To inform interested parties on the common organization and how it is structured.

Organizational Charts as Analytical Tools

As an analytical tool, charts help to detect flaws in the structure. The most important... Continue reading "Strategic Use of Organizational Charts" »

Core Management Concepts

Social Aspects: Obligation, sensitivity, responsibility

Organizational Analysis: Strengths, weaknesses, core competencies

Structure: Division of labor, career paths, impersonality, formal rules, formal selection, hierarchy

Organizational Influence: Defines employee behavior, influences marketing, fosters team spirit

Culture: Rituals, symbols, language

Leadership Roles

Authority figure, leader, supervisor, spokesman, entrepreneur, negotiator

Decision-Making Types

Intuitive Decisions

Based on experience, feelings, wisdom, or prior knowledge

Ethical Decisions

Based on cultural or ethical values

Intellectual Decisions

Based on skills, knowledge, and training

Environmental Factors

Legal Environment

Political and legal procedures vary by... Continue reading "Essential Management Principles: Decision-Making and Organizational Culture" »

Management Definition

Administration comes etymologically from the Latin, meaning "action to manage." The latter term is composed of ad and minister, which together mean "to serve." This implies that administration is an activity devoted to service and cooperation.

Purpose of Management

The aim of administration is to get the company to achieve productivity, i.e., a balance between efficiency and effectiveness.

• Efficiency: The ability to minimize the resources consumed to achieve the objectives of the organization. "Do things right."
• Effectiveness: The ability to determine appropriate goals. "Do the right things."

Importance of Management

Administration is very important in this era, full of complexities, changes, and uncertainties. Sustaining a business... Continue reading "Business Management: Definition, Principles, and Importance" »

Theme 1: Company and Organization

Company: An institution where a diverse group of people transform resources into goods and/or services to meet needs and obtain benefits. It must be understood as a technical, economic, social, and political decision-making unit.

Organization: A group of people with the means and/or adequate resources, functioning through a set of established rules and procedures to achieve a particular purpose. They require physical, financial, technological, and human resources.

Difference: Firms are a type of organization that differ from others because, although they may have other purposes, profit is necessary for their creation and maintenance.

Functional Subsystems:

• Procurement: Responsible for decisions relating to the purchasing

PMBOK: Project Management Body of Knowledge

The PMBOK (Project Management Body of Knowledge) is a standardized set of practices in project management. These practices are compiled in a reference document (often referred to as the PMBOK Guide).

Key Functions of the PMBOK

• Provides and promotes a common vocabulary for discussing, writing, and implementing project management concepts.
• Based on processes, it systematically describes the work to be performed throughout the project.

Core Project Management Terminology

Stakeholders Defined

People and organizations whose interests may be affected as a result of the project.

Project Life Cycle

Defines the phases that connect the beginning of a project to its end.

Organizational Influences on Projects

Projects are... Continue reading "Project Management Fundamentals: PMBOK Terms and Process Groups" »

Human Capital as a Source of Competitive Advantage

Essential competencies are a set of aptitudes and attitudes that predispose individuals to perform their activities at the highest level. The key components for implementing these competencies are: knowing (knowledge), applying knowledge (skills), demonstrating appropriate attitudes and interests, wanting to perform (motivation), and having the ability to do so (available resources).

Human capital is a source of competitive advantage because:

• People differentiate organizations. Their resources and capabilities are not available to all companies under the same conditions.
• They add value to a company and explain differences in profitability.
• They are scarce; few individuals can guarantee high performance