Tesis y Disertaciones
Infraestructura Para La Integración De E-Servicios Usando Workflows.
El comercio electrónico en sus diferentes manifestaciones se ha difundido rápidamente y ha determinado la manera en que (i) los individuos acceden a productos y servicios en el WEB (Business to Client B2C) y (ii) en que los negocios interactúan entre sí (Business to Business B2B). Los servicios WEB parecen estar destinados a ser la tecnología que transformará al WEB en una red de aplicaciones distribuidas. En este contexto, a la manera de los “legos”, los servicios serán combinados para construir nuevos servicios que constituirán la nueva generación de aplicaciones en el Internet: los servicios electrónicos (e-services). Es evidente que esta visión introduce nuevos retos en cuanto a la construcción de aplicaciones: composición de servicios independientes y preexistentes, instalación de servicios en plataformas diferentes, accesibilidad y desempeño dadas necesidades aplicativas y tipos de usuarios diferentes. Aunado a esto debemos nombrar la aplicación de workflows en el diseño y construcción de dichos servicios, como tecnología que maneja el orden de ejecución, el flujo de los datos y los agentes que interactúan en el servicio. La construcción de e-services basados en workflows podría desarrollar un paradigma de construcción de servicios orientados al WEB, y de esta manera lograr una sinergia cooperativa entre la gran cantidad de servicios existentes. El trabajo de tesis que proponemos se motiva de esta constatación y tiene como meta contribuir a la composición de servicios electrónicos en el WEB.
Mejores prácticas de liderazgo competitivo con valor.
A pesar de la enorme cantidad de literatura disponible sobre el tema de liderazgo, hablar de ello siempre ha sido un ejercicio arriesgado debido a la diversidad y subjetividad de acepciones y terminología asociada. Durante muchos años el liderazgo fue entendido como un proceso de influencia, sin embargo hoy en día comprobamos que no basta influir sino hay que hacer que las cosas sucedan. Este es el objetivo del presente proyecto de investigación: identificar la implementación y ejecución de diferentes prácticas de administración que definen un nuevo estilo de liderazgo, aquel que va más allá de la influencia, que busca el cumplimiento de metas y resultados dentro de un esquema que genere valor a quien lo practica y además a quienes se ven beneficiados por este ejercicio. Se abordará la literatura relacionada con los diferentes tipos y estilos de liderazgo, para aglutinar los conceptos en cuatro grandes rubros: liderazgo personal, liderazgo formal, liderazgo interpersonal y liderazgo competitivo con valor, éste último como resultado de la práctica de los anteriores.
An Exploration of the Differences between Principals’ Perceptions Regarding the Instructional and Organizational Effectiveness of Their High Schools and the Academic Achievement of Their Students.
Organizational effectiveness has been a frequent topic of study among researchers, but some issues remain unresolved, such as the criteria that lead one organization to be more effective than another. Educational leaders recognize the need to be effective, but the set of criteria for what effectiveness means in educational settings is still under discussion. Student academic achievement appears to be a good indicator of effectiveness in schools. The purpose of this study was to determine if a statistically significant between-group difference exists between principals’ perceptions about the instructional and organizational effectiveness of their high schools and the academic achievement of their students. To that end, this study consisted of a quantitative causal-comparative design. The principal basis of the theoretical framework was two theories: organizational effectiveness theory and instructional effectiveness theory.
El comercio electrónico en sus diferentes manifestaciones se ha difundido rápidamente y ha determinado la manera en que (i) los individuos acceden a productos y servicios en el WEB (Business to Client B2C) y (ii) en que los negocios interactúan entre sí (Business to Business B2B). Los servicios WEB parecen estar destinados a ser la tecnología que transformará al WEB en una red de aplicaciones distribuidas. En este contexto, a la manera de los “legos”, los servicios serán combinados para construir nuevos servicios que constituirán la nueva generación de aplicaciones en el Internet: los servicios electrónicos (e-services). Es evidente que esta visión introduce nuevos retos en cuanto a la construcción de aplicaciones: composición de servicios independientes y preexistentes, instalación de servicios en plataformas diferentes, accesibilidad y desempeño dadas necesidades aplicativas y tipos de usuarios diferentes. Aunado a esto debemos nombrar la aplicación de workflows en el diseño y construcción de dichos servicios, como tecnología que maneja el orden de ejecución, el flujo de los datos y los agentes que interactúan en el servicio. La construcción de e-services basados en workflows podría desarrollar un paradigma de construcción de servicios orientados al WEB, y de esta manera lograr una sinergia cooperativa entre la gran cantidad de servicios existentes. El trabajo de tesis que proponemos se motiva de esta constatación y tiene como meta contribuir a la composición de servicios electrónicos en el WEB.
Mejores prácticas de liderazgo competitivo con valor.
A pesar de la enorme cantidad de literatura disponible sobre el tema de liderazgo, hablar de ello siempre ha sido un ejercicio arriesgado debido a la diversidad y subjetividad de acepciones y terminología asociada. Durante muchos años el liderazgo fue entendido como un proceso de influencia, sin embargo hoy en día comprobamos que no basta influir sino hay que hacer que las cosas sucedan. Este es el objetivo del presente proyecto de investigación: identificar la implementación y ejecución de diferentes prácticas de administración que definen un nuevo estilo de liderazgo, aquel que va más allá de la influencia, que busca el cumplimiento de metas y resultados dentro de un esquema que genere valor a quien lo practica y además a quienes se ven beneficiados por este ejercicio. Se abordará la literatura relacionada con los diferentes tipos y estilos de liderazgo, para aglutinar los conceptos en cuatro grandes rubros: liderazgo personal, liderazgo formal, liderazgo interpersonal y liderazgo competitivo con valor, éste último como resultado de la práctica de los anteriores.
An Exploration of the Differences between Principals’ Perceptions Regarding the Instructional and Organizational Effectiveness of Their High Schools and the Academic Achievement of Their Students.
Organizational effectiveness has been a frequent topic of study among researchers, but some issues remain unresolved, such as the criteria that lead one organization to be more effective than another. Educational leaders recognize the need to be effective, but the set of criteria for what effectiveness means in educational settings is still under discussion. Student academic achievement appears to be a good indicator of effectiveness in schools. The purpose of this study was to determine if a statistically significant between-group difference exists between principals’ perceptions about the instructional and organizational effectiveness of their high schools and the academic achievement of their students. To that end, this study consisted of a quantitative causal-comparative design. The principal basis of the theoretical framework was two theories: organizational effectiveness theory and instructional effectiveness theory.
Artículos Académicos
Brief Study of Leadership Theories for the Construction of a Personal Philosophy of Leadership.
Leadership can be considered as a universal phenomenon that has been studied from a variety of disciplinary perspectives and approaches throughout history. Researchers and academics have tried to find what makes an effective leader grouping ideas and principles in different theories of leadership. Doyle and Smith (as cited in Malik, 2013) proposed four categories of leadership theories: Trait theories, Behavioral theories, Contingency theories, and Transformational theories. The purpose of this paper is to propose a leadership philosophy framed by ethical principles and practical actions which may eventually serve as a guide for lifelong leadership development. The first part of this paper presents a brief synthesis of three theories – path-goal, transformational, and servant – to propose a theoretical framework for the construction of a personal philosophy of leadership. The second part of the paper presents the first lines of my personal philosophy of leadership based on Mertz’s (2014) proposal which is described through three components: a theoretical framework, a set of guiding principles, and a set of desired behaviors.
Connections between Organizational Effectiveness and Leadership in Educational Institutions: A Literature Review.
Leaders and scholars of management have been captivated by the main indicators of success in organizations. Despite the threatening, competitive, global, and multicultural changes in the organizational environment, leadership remains the cornerstone of the process of effectiveness in organizations. Thus, organizational effectiveness and leadership are different, but complementary concepts. However, there is not yet consensus on indicators measuring effectiveness in organizations; as well as how to transfer them to different contexts, for instance, in academic institutions. Effectiveness in educational institutions constitutes a significant topic for the study and research because, apparently, there are still pending issues to study in this regard. The purpose of this literature review is to address the issue of organizational effectiveness and its relationship with the leadership, in specific educational contexts.
Essential Competencies for Leading Organizational Design Efforts.
Hurn (2013) argued that globalization has set a particular, competitive, and multicultural businesses environment where main challenges are the management of strategic and geopolitical issues, teamwork with people from different cultures, management of ethical considerations, and understanding diverse and multicultural environments. Organizations, like individuals, should be prepared to become flexible enough to configure the right design of organizational culture. This paper presents the main challenges leaders might face in designing organizational cultures. Four competencies considered essential in designing an organizational culture – accountability, trust, innovation, and continuous learning – are also proposed. Finally, a comprehensive conclusion is also presented.
Strategic Planning Leadership.
In many industries of the world, the underlying essence of competition is changing. Leaders must adopt a new mindset which grants value to communication, motivation, coaching, accountability, and to the changing challenges of today’s business environment. The design and implementation of the strategy remains an important element of success in this environment. This paper presents a brief analysis of personal strengths and opportunities for development in leading the strategic planning process.
Importance of Critical Thinking in Innovative Decision-making.
In times of change and uncertainty, people turn into leaders; because leaders have sufficient security and determination to take decisions (Wootton & Horne, 2010). However, this is not an easy process because it requires high-level cognitive skills which empower leaders to connect their thoughts and judgments with the reality they face. In this sense, Welter and Egmon (2006) proposed a leadership model based on the development of different mental abilities. The connection of this model with the notion of Critical Thinking can be considered powerful because it allows leaders to develop the necessary skills to perform strategic thinking actions. This paper presents the main challenges of the current leaders in the process of decision-making. It also describes the first four skills of leadership model and Egmon Welter (2006): Observing, Reasoning, Imagining, and Challenging; and its relationship to innovative decision-making.
The Atoyac River: A History of Negligence.
Sustained prosperity, not only has to do with the replacements of destructive systems by beneficial and positive ones. But, implementing transformational systems, where all processes were considered safe, healthy, and regenerative (Doppelt, 2009) can be difficult. In Mexico, the discharge of industrial, contaminated, and wasted water in rivers constitutes a historical problem (Guevara, Arellano, & Fricke, 2014). The Atoyac River is part of the upper basin of the Balsas River, located in the States of Puebla and Tlaxcala. It is noteworthy the high deterioration the Atoyac River has experienced in recent years, product of human and industrial settlements nearby the river basin. Mexico faces two sustainability scenarios: the scenario of doing nothing and the scenario of acting. Timing is crucial in making this decision.
Development Plan for High-Performance Teams.
This team-produced article examines the actions and tactics for building, leading and measuring the success of high-performing teams. High-performing teams produce the following benefits: Increased purpose, team identity, strong relational ties, effective cross-cultural competence, high levels of productivity and trust, high competencies for problem-solving and increased motivation. These benefits were assessed, and conclusions drawn through the analysis of a table
Proposed Criteria for Assessing Organizational Readiness on Implementation of Successful Coaching Programs.
Growing number of organizations take the decision to carry out successful coaching programs to trigger growth and development programs for employees. This remains a real challenge for institutions committed to improving performance of key senior managers and leaders, which could be considered a serious effort to change the organizational culture and the conventional training programs (Lindbom, 2007). Thus, to detonate valuable change in organizational culture is required to expand and strengthen the communication and dialogue channels, as well as clarify the desired state of the organization after tested efforts in coaching programs (Anderson, Anderson & Mayo, 2008).
Successful coaching models: The FUEL and the Mindful Coach frameworks in context.
According to Carey, Philippon, and Cummings (2011), the coaching term stems from the French word meaning: to carry or accompany a person from an initial state to another end. Nowadays, this practice is immersed in most processes of corporations, institutions, organizations and social groups. The purpose of coaching is to give support on the personal and professional development of the people, by empower them in making wiser decisions (Carey et al., 2011). A successful coaching model is the FUEL framework proposed by Zenger and Stinnett (2010b), defined as a set of paths that guide the coaching process. Another model is the septet coaching model proposed by Silsbee (2010), which is considered a metacognition exercise. The purpose of this paper is to study in depth the FUEL coaching model by Zenger (2010b) and the Mindful coach framework by Silsbee (2010), their advantages and disadvantages, likenesses and differences.
Connecting the dots between servant leadership and emotional intelligence.
The advance in telecommunications, scientific discoveries, the Internet, volatile businessenvironments and new strategy contexts in the organizations, require overcoming autocraticleadership theories based on the mere exchange of labor for gratification, to theories that explainthe social reality of organizations and provide tools to grant the leaders of the necessarycomprehension to understand this so changeable reality. Goleman (2010) associated this newenvironment to a new set of rules, where it does not matter only the training or expertise, but alsohow we deal with us and with others (Goleman, 2010), how to impulse the full potential of followers.
Leadership can be considered as a universal phenomenon that has been studied from a variety of disciplinary perspectives and approaches throughout history. Researchers and academics have tried to find what makes an effective leader grouping ideas and principles in different theories of leadership. Doyle and Smith (as cited in Malik, 2013) proposed four categories of leadership theories: Trait theories, Behavioral theories, Contingency theories, and Transformational theories. The purpose of this paper is to propose a leadership philosophy framed by ethical principles and practical actions which may eventually serve as a guide for lifelong leadership development. The first part of this paper presents a brief synthesis of three theories – path-goal, transformational, and servant – to propose a theoretical framework for the construction of a personal philosophy of leadership. The second part of the paper presents the first lines of my personal philosophy of leadership based on Mertz’s (2014) proposal which is described through three components: a theoretical framework, a set of guiding principles, and a set of desired behaviors.
Connections between Organizational Effectiveness and Leadership in Educational Institutions: A Literature Review.
Leaders and scholars of management have been captivated by the main indicators of success in organizations. Despite the threatening, competitive, global, and multicultural changes in the organizational environment, leadership remains the cornerstone of the process of effectiveness in organizations. Thus, organizational effectiveness and leadership are different, but complementary concepts. However, there is not yet consensus on indicators measuring effectiveness in organizations; as well as how to transfer them to different contexts, for instance, in academic institutions. Effectiveness in educational institutions constitutes a significant topic for the study and research because, apparently, there are still pending issues to study in this regard. The purpose of this literature review is to address the issue of organizational effectiveness and its relationship with the leadership, in specific educational contexts.
Essential Competencies for Leading Organizational Design Efforts.
Hurn (2013) argued that globalization has set a particular, competitive, and multicultural businesses environment where main challenges are the management of strategic and geopolitical issues, teamwork with people from different cultures, management of ethical considerations, and understanding diverse and multicultural environments. Organizations, like individuals, should be prepared to become flexible enough to configure the right design of organizational culture. This paper presents the main challenges leaders might face in designing organizational cultures. Four competencies considered essential in designing an organizational culture – accountability, trust, innovation, and continuous learning – are also proposed. Finally, a comprehensive conclusion is also presented.
Strategic Planning Leadership.
In many industries of the world, the underlying essence of competition is changing. Leaders must adopt a new mindset which grants value to communication, motivation, coaching, accountability, and to the changing challenges of today’s business environment. The design and implementation of the strategy remains an important element of success in this environment. This paper presents a brief analysis of personal strengths and opportunities for development in leading the strategic planning process.
Importance of Critical Thinking in Innovative Decision-making.
In times of change and uncertainty, people turn into leaders; because leaders have sufficient security and determination to take decisions (Wootton & Horne, 2010). However, this is not an easy process because it requires high-level cognitive skills which empower leaders to connect their thoughts and judgments with the reality they face. In this sense, Welter and Egmon (2006) proposed a leadership model based on the development of different mental abilities. The connection of this model with the notion of Critical Thinking can be considered powerful because it allows leaders to develop the necessary skills to perform strategic thinking actions. This paper presents the main challenges of the current leaders in the process of decision-making. It also describes the first four skills of leadership model and Egmon Welter (2006): Observing, Reasoning, Imagining, and Challenging; and its relationship to innovative decision-making.
The Atoyac River: A History of Negligence.
Sustained prosperity, not only has to do with the replacements of destructive systems by beneficial and positive ones. But, implementing transformational systems, where all processes were considered safe, healthy, and regenerative (Doppelt, 2009) can be difficult. In Mexico, the discharge of industrial, contaminated, and wasted water in rivers constitutes a historical problem (Guevara, Arellano, & Fricke, 2014). The Atoyac River is part of the upper basin of the Balsas River, located in the States of Puebla and Tlaxcala. It is noteworthy the high deterioration the Atoyac River has experienced in recent years, product of human and industrial settlements nearby the river basin. Mexico faces two sustainability scenarios: the scenario of doing nothing and the scenario of acting. Timing is crucial in making this decision.
Development Plan for High-Performance Teams.
This team-produced article examines the actions and tactics for building, leading and measuring the success of high-performing teams. High-performing teams produce the following benefits: Increased purpose, team identity, strong relational ties, effective cross-cultural competence, high levels of productivity and trust, high competencies for problem-solving and increased motivation. These benefits were assessed, and conclusions drawn through the analysis of a table
Proposed Criteria for Assessing Organizational Readiness on Implementation of Successful Coaching Programs.
Growing number of organizations take the decision to carry out successful coaching programs to trigger growth and development programs for employees. This remains a real challenge for institutions committed to improving performance of key senior managers and leaders, which could be considered a serious effort to change the organizational culture and the conventional training programs (Lindbom, 2007). Thus, to detonate valuable change in organizational culture is required to expand and strengthen the communication and dialogue channels, as well as clarify the desired state of the organization after tested efforts in coaching programs (Anderson, Anderson & Mayo, 2008).
Successful coaching models: The FUEL and the Mindful Coach frameworks in context.
According to Carey, Philippon, and Cummings (2011), the coaching term stems from the French word meaning: to carry or accompany a person from an initial state to another end. Nowadays, this practice is immersed in most processes of corporations, institutions, organizations and social groups. The purpose of coaching is to give support on the personal and professional development of the people, by empower them in making wiser decisions (Carey et al., 2011). A successful coaching model is the FUEL framework proposed by Zenger and Stinnett (2010b), defined as a set of paths that guide the coaching process. Another model is the septet coaching model proposed by Silsbee (2010), which is considered a metacognition exercise. The purpose of this paper is to study in depth the FUEL coaching model by Zenger (2010b) and the Mindful coach framework by Silsbee (2010), their advantages and disadvantages, likenesses and differences.
Connecting the dots between servant leadership and emotional intelligence.
The advance in telecommunications, scientific discoveries, the Internet, volatile businessenvironments and new strategy contexts in the organizations, require overcoming autocraticleadership theories based on the mere exchange of labor for gratification, to theories that explainthe social reality of organizations and provide tools to grant the leaders of the necessarycomprehension to understand this so changeable reality. Goleman (2010) associated this newenvironment to a new set of rules, where it does not matter only the training or expertise, but alsohow we deal with us and with others (Goleman, 2010), how to impulse the full potential of followers.