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Unit 3. Activity Management - Coggle Diagram

- - - - words, colors, gestures and expressions in general.
        
        We can evaluate how much we liked or liked cake, a friend's sports performance and an official's political career.
  - - - Evaluation is not the work of a few; on the contrary, it is a task whose importance implies its dissemination and mastery by each and every one of those involved. In fact, in most cases, the most rigorous and strict evaluators are the people in charge of the areas themselves. This, of course, as long as they are responsible people and are fully integrated into the culture corresponding to the new situation.
        
        However, the most relevant aspect of an evaluation is the great opportunity it provides for those involved to get to know each other as a group and to make changes in those areas that require it. This is the only way to guarantee a true and permanent improvement process.
  - - - For Rogers (1990), these are the rules to follow in accepting criticism:
        
        Try to maintain your composure and control. As he speaks louder, you speak more softly.
        
        Don't interrupt him. Let him finish before responding.
        
        When answering, start by admitting you were wrong, even if you were not. Learn the language of tactical surrender: "I appreciate you taking the time to tell me this"; "I agree. There's no doubt you could have handled the situation better." Then, without contradicting him, express your side of the problem. Don't plead guilty. Don't blame anyone in particular.
        
        Ask him how he might have handled the situation in similar circumstances (you are reversing the situation and asking him to help you solve the problem.
- - - - A decision is the first step towards action and constitutes the bridge that converts desires into realities. A decision is made when it is clearly expressed in words or visual images; otherwise it is not a decision or is only one in its most primitive stage. But we must consider that a fuzzy decision is not, as yet, a true decision.
        
        Of utmost importance is that everyone must remain alert to discover certain vicious habits that hinder both problem solving and decision making.
        
        Among them we can count the following:
        
        Procrastination
        
        Confusion
        
        Overwhelm
        
        Avoidance
        
        Denial
        
        Errors of focus
        
        Errors of interpretation
        
        Insecurity
        
        This list can grow very long, but it is not the intention of this work to study these phenomena. The path of the strategy proposed here may be hindered by these bad habits, but making them conscious is the starting point to nullify their effects and turn them into positive habits.
  - - - Think about your current situation and what you intend to do.
        
        Meditate on your qualities, capacity and talent.
        
        Use your talent for your own benefit.
        
        Think before you act.
        
        Select the people who can help you.
        
        Discipline yourself and learn to manage your time.
        
        Do not expose more than you have.
        
        Ask for cooperation.
        
        Learn to turn your failures into valuable experience.
        10.Think big and the results will be big.
        11.Challenges translate into satisfaction.
- - - - Up to now, a good management was carried out through the personnel departments, in which an acceptable operation would be equivalent to registering our past and facing the present, within a correct legality, but without having the least exigency on what was going to be, in the aspect of the human potential, the profile of the future and without worrying about reaching a perfect synchronization with the technical and economic programs of the company.
- - - - Data that the staff would like to know.
        
        -All the information related to the company: the history of the company and its organization, names and characteristics of the top executives and the financial situation of the company.
        -How are the working relations within the company: personnel policy, training opportunities and promotion possibilities.
        -The company's future plans: expansion possibilities, advertising campaigns, introduction of new equipment and procedures.
  - - - The hierarchical lines and structures of the company.
        
        The individual functions of each person in relation to the higher hierarchical levels, the other departments and the company in general.
        
        The general policy of the company.
        
        Profits and growth potential.
        
        Market trends that could affect the company's future operations.
        
        Changes in the management team.