PRESENTACION DE GEOMETRIA EMPRESARIAL UNIVERSIDADES.ppt

8/19/2019 PRESENTACION DE GEOMETRIA EMPRESARIAL UNIVERSIDADES.ppt

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PRESENTACIONGEOMETRIA

EMPRESARIAL

Diseño El Diseño conlleva

Conocimiento, Conocimiento Dimensional, Energético, Sagrado, Confort, Disiplina,

Espacios, Tejido Social, Economía, Empresarialidad, Empleos, Construcción de País,

Conocimiento astronómico Ej. recas de !itla,

"erramientas Semióticas para el diseño Empresarial


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ObjetivosPermitir a las nuevas generaciones de empresarios y a sus equipos humanos, una fácil comprensión de la empresa las

partes que la integran así como de su interrelación y codependencia

Modelo

Geometría Empresarial

Facilitar a los empresarios sus equipos humanos y a los estudiosos de la empresa, el acortamiento del tiempo de

comprensión de la empresa como un ente altamente evolutivo

Inducir a las nuevas generaciones y a los actuales empresarios a la innovación, mediante la investigación y el desarrollo

como medio de supervivencia en una globaliación altamente cambiante

Motivar a los jóvenes a ser creativos y emprendedores, presentándoles una plataforma que les permite diagnosticar su

posición de empresarios y las áreas de oportunidad de mejora

Permitir a los estudiosos y creadores de sistemas, una plataforma para interpretar la contundencia y comunicación de los

sistemas en la empresa, y comunicarlo tanto a los estudiosos como a los empresarios y sus equipos humanos

#isión sinóptica de la empresa

en conceptuali$ación semiótica%ajo un pensamiento &olístico

!omprender el alto valor de un emprendedor y su responsabilidad como un generador de una riquea armónica!oncatenar todas las disciplinas que conducen a la superación del ser humano en los mismos niveles de superación

empresarial y viceversa potencialiando los valores y los intangibles

Ergonomía Cognitiva


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. MODELOS MENTALES (Resumen del Cáp. 10, del libro “La quinta disciplina”, dePeter Senge Los Modelos Mentales son supuestos !ondamente arraigados, generali"aciones eimágenes de los que tenemos poca conciencia. #raba$ar con ellos supone "volver el

espejo hacia adentro: aprender a exhumar nuestras imágenes internas del mundo, para llevarlas a la superfcie y someterlas a un riguroso escrutinio"(Senge, 1%%0, 1&. #ienen una correspondencia casi e'acta con las "Imágenes" de organ ) están mu)pr*'imos a las "Presunciones Implícitas" de Sc!ein.+n su ma)or parte, todas las grandes ideas que racasan no lo !acen porque lasintenciones ueron d-biles, o porque la oluntad /aque* o incluso porque no e'ista unacomprensi*n sist-mica. racasan a causa de los odelos entales, porque los nueos

modelos c!ocan con proundas imágenes internas acerca del uncionamiento delmundo, las cuales nos limitan a modos amiliares de pensar ) actuar.2n e$emplo dramático del poder de estos modelos lo represent* la industriaautomoilstica norteamericana en las d-cadas 30 ) 40, cu)os odelos entales (p.e.en 5eneral otors podran resumirse en los siguientes6"El negocio de GM es ganar dinero no abricar coches"

"!os coches son, ante todo, smbolos de status, por lo #ue el dise$o es más importante#ue la calidad""El mercado norteamericano está aislado del resto del mundo""!os trabajadores no tienen un impacto importante en la productividad ni en la calidaddel producto" "!os #ue están conectados con el sistema s%lo necesitan una comprensi%n

ragmentaria y segmentada del negocio"


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+n el a7o &8 la participaci*n en el mercado de coc!es alemanes ) $aponeses (basados en la calidad ) en el estilo en 9m-rica subi* de casi0 al :8;, lleando a la crisis a la industria americana.La necesidad de la jerarquía es otro e$emplo de odelo ental mu)arraigado. Sin embargo6 "en la Organización Autoritaria tradicional, el

dogma era Administrar , Organizar y Controlar En la OrganizaciónInteligente, el "nuevo dogma" consistirá en Visión, Valores y ModelosMentales !as empresas saludables serán las #ue puedan sistemati&armaneras de reunir a la gente para desarrollar los mejores modelosmentales posibles para enrentar toda situaci%n"La apertura ) el mr!to son dos de los alores de la


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@eamos esta >guras 5eom-tricas ) e'presemos su signi>cadotradicional


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@eamos esta >guras 5eom-tricas ) e'presemos su signi>cadotradicional

@isi*n del+mpresario 2niersal+#=C<

9dministraci*n

arAeting

Producci*n

%!s!&n M!s!&n

@entas


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Conormidad

+'cesoCarencia


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+n la siguiente >gura podrán apreciar el planteamiento de multiplicar B1 por1: ) el resultado no se e'presa, mas aba$o representamos los nmeros eldos son las dos primeras lneas superiores el uno es la lnea !ori"ontalinerior el uno del trece se representa por la lnea ertical primera dei"quierda a derec!a ) el tres por las lneas tres lneas siguientes . as aba$oen la siguiente >gura podemos apreciar que ponemos puntos en donde se

cru"an las lneas ) por ultimo contabili"amos esos puntos sumándolo deaba$o a la derec!a !acia arriba. La primera suma de puntos de cru"amientode lneas son las que encerramos con un circulo ) lo identi>camosreerencialmente con la letra 9, del mismo se desprende la e'istencia decruce de tres lneas ) su resultado es el numero : +l siguiente grupo de crucede lneas lo encontramos en el centro de la >gura ) lo encerramos en uncirculo identi>cado reerencialmente con la letra D si sumamos el cruce de suslneas encontramos seis en la parte superior ) uno en la parte inerior lasuma nos da 4 , seguidamente encerramos el ltimo grupo de cru"amiento delneas ) este solo es uno que lo circulamos e identi>camos con la letra C ) lasuma de su cruce de lneas nos arro$a solo dos puntos el numero “ el resultadode la multiplicaci*n es B4: esto sin la utili"aci*n de tablas de multiplicar solopor la reerenciaci*n de cruces ectoriales

A

BC

21X13= ?

2

73 = 273


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+l m-todo utili"ado es el mismo la representaci*n de los nmeros por lneas!ori"ontales en el multiplicando ) erticales en el multiplicador por tener undigital mas en el centro se aumenta un campo ) el resultado del la primerasuma ascendente se incide en la segunda suma ascendente como lo emosel 18 se queda el cuatro ) el die" o uno se a a sumar a el & que son lopuntos de la suma superior arro$ando un % como nmero total, el resultado dela operaci*n multiplicadora es '()*'+ste es uno de los poderes de análisis matemático ectorial que podemosesperar de la 5eometra +mpresarial aun en desarrollo en este segmento.

Earemos un segundo e$ercicio mas

comple$o, en donde utili"aremos nodos ciras para multiplicar sino tres


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@eamos un $uego de dimensiones con esas >guras ) tratemos de identi>casu signi>cado


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@eamos un $uego de dimensiones con esas >guras ) tratemos de identi>carsu signi>cado

$ d di i > d


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@eamos un $uego de dimensiones con esas >guras ) tratemos deidenti>car su signi>cado

@ $ d di i > d id i>


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@ $ d di i > t t d id ti>


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@eamos un $uego de dimensiones con esas >guras tratemos de identi>car


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@eamos un $uego de dimensiones con esas >guras ) tratemos de identi>car


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AdministracionPoliticas f


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Administracion

integridad

Cuentas y

Documentos

Por cobrar

Socios

IVA

Politicas de creditoPoliticas de

compras

Sobre inversión

en inventarios

Lentos

Recurso Humanos

de bajo ivel

Registros adminsitrativos! contables

Capital de trabajo

Duplicidad

de mando

ol t cas

Finanzas

i

s

c

a

l

Administracion

integridad

e

c

u

r

s

o

s

"arcas y patenetes

"a#$ ! %#uipoobsoleto

Polt$ De

contratacion

Polt$ De

seguridad

Polt$ Recursos

Humanos Admon$

o deducibles

Politicas

&inan'as

R

e

c

u

rs

o

s

(

i

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ca

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inventarios

Alta rotación



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Earemos un segundo e$ercicio mascomple$o, en donde utili"aremos nodos ciras para multiplicar sino tres

+,-++,,'


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9#+R=9


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'asta la undaci%n de GE(ME)*+EM-*E.*+!, no haba ningunasistemati&aci%n semi%tica de la visi%nempresarial Esta escuela, es pionera en la

integraci%n de la ciencia, la flosoa y eldise$o, y de una pedagoga del dise$oempresarial basada en la ciencia: la re/exi%nsobre los problemas, los m0todos de análisis y

de sntesis, la elecci%n y undamentaci%n dealternativas proyectuales empresariales, elacento en las disciplinas cientfcas y t0cnicasas como el marco de reerencia hacia unaestrecha relaci%n con la cultura de cada regi%n

y sus vocaciones Muchos de los criteriosdesarrollados se undamentan en valoresuniversales, bajo un paradigma de armona

y dise$o tecnol%gico .u objetivo, es la

generaci%n de una cultura #ue tenga comoresultado una actitud roactiva ue ermita


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1%%B Gace C


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Proceso de la materia

1. Sesi*n =ntroducci*n ) bases de operaci*nB. Sesi*n Presentaci*n del libro ) temario Captulos 1, B ) ::. Sesi*n Captulos 8,I, 3 ) 4 ealuaci*n de aances ail8. Sesi*n Panel +mpresarialI. Sesi*n Captulos &,% ) 103. Sesi*n Captulos 11 ) 1B propuesta de emprendedura,

ealuaci*n por mail4. Sesi*n =ntegraci*n de equipos multidisciplinarios a lapropuestas

&. Sesi*n Panel +mpresarial%. Sesi*n Captulo 1: propuestas aceptadas a discusi*n en

oro

10.Sesi*n Captulos 18 ) 1I análisis de otras propuesta11.Sesi*n Captulo 13 ) planes de negocio1B.Sesi*n Panel +mpresarial emenino +aluaci*n del programa

por el alumnado1:.Sesi*n Recapitulaci*n de los contenidos ) a$ustes a los

planes de negocios

18.Sesi*n +aluaci*n


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/ases de la opera0!&n

Requ!s!tos 12s!0os9tenci*n 100;Silencio respetuoso a la participaci*n de la comunidad estudiantilParticipaci*n or"osa de los alumnos en las preguntas del o de lose'positores

Libro 5eometra +mpresarial en mano para cada sesi*n+ni* de ealuaciones por mail en las ec!as de>nidas de acuerdo a elcuestionario que se les presente en clase ( para la cali>caci*n >nal cuenta9S=S#+GC=9, +@9L29C=


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L


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ateria e'clusiapara

Conquistadores con ideal1. Retos ConstantesB. Fisposici*n a compartir:. Compromiso de ir delante de otros8. Conquistarse a si mismo ) conquistar el

uturo

ateria no apta para arreados ) !aragan aor no nos quiten tiempo ) concentraci

1. Pasi*nB. @alor:. Compromiso8. +ntrega

@9L


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de

Fescriba !asta donde cubre su isi*n empresarial


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Fescriba su administraci*n como soporte de su isi*n empresarial JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

J

Fescriba !asta donde cubre su isi*n empresarial JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ J

Fescriba si su administraci*n es acorde con su is*n empresarial JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

J Fescriba sus capacidades de producci*n del sericio o producto para la satisacci*n de su

mercado JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ J Fescriba su proceso productio JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ J


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Fescriba sus capacidades de comunicaci*n de sus procesos entre clientes internos )e'ternos

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Considera a su organi"aci*n poderosa por encontrarse bien comunicada ) alineada a lamisi*n interna ) e'ternamente

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Fescriba los conceptos de cultura empresarial en su organi"aci*n JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ J La cultura empresarial de su organi"aci*n tiene un 9C#=#2F como acci*n consecuente que

incida en el desarrollo de sus integrantes ) de la empresa JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

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Su isi*n como lder de su empresa le permite preer para el desarrollo de la organi"aci*n JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ J Su isi*n como lder de su empresa le permite Capacitar ) ormar en base a sus

preisiones para el desarrollo de la organi"aci*n JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

J Su isi*n como lder de su empresa le permite administrar con productiidad )competitiidad para el desarrollo de la organi"aci*n

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Su isi*n como lder de su empresa le permite preer capacitar administrar ) luego


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Su isi*n como lder de su empresa le permite preer, capacitar, administrar ) luegogenerar a!orros para el desarrollo de la organi"aci*n ) sus integrantes

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+n la misi*n de su empresa se encuentra intrnsicamente sustentando el proceso dedesarrollo de procesos en un continuo proceso 9la


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PRESENTACION DE GEOMETRIA EMPRESARIAL UNIVERSIDADES.ppt