PROGRAMA - EURASHE | European Association of Institutions ... · Programa 23 y 24 de mayo ... Así...

PROGRAMA

Cuesta de Aldapeta, 49 ·20009 San Sebastián-Donostia

ORGANIZA

Índice

Welcome f rom the Head of ISSA ............................................ 1

Welcome f rom the Symposium’s Organizers .................... 2

P onentes .............................................................................................. 3

Programa 23 y 24 de mayo ......................................................... 5

Programa s ábado 24 de mayo . ISSA ..................................... 6

Abstrac ts ............................................................................................. 9

Índice de autores .......................................................................... 21

Sedes de l Simp osio ....................................................................... 21

1

WELCOME from the Head of ISSA-

School of Management Assistants

María Jesús Álvarez Sánchez-Arjona

It is our great pleasure to welcome you to the International Symposium - The Next 50

Years in Business: challenges and personal development in a globalized world. This

year ISSA is celebrating the 50th

year of its founding and this presents a prime

opportunity to organize a symposium to mark our 50th anniversary. It will be held in

San Sebastián on the 23rd and 24th May 2014.

This symposium focuses on the relationship between the development of professional

talent and skills - both personal and professional - and successful companies in a world

that increasingly favours the reunion of different cultures.

The meeting thus aims to examine closely the new roles and responsibilities acquired

by different members of the organization, including the Management Assistant, in the

current globalized environment, where attitudes and behaviour have to adapt to the

differences and similarities between cultures.

For this Symposium we have decided to provide insight into the issues of Human

Resource Management, Corporate Communications, Organizational Behaviour,

Middle Management, Professional Skills Development and Coaching which are

crucial to better understand the current and future organizational structure. We hope

that this symposium may contribute new ideas and suggestions in guiding

organizations and universities to embark on a new journey to excellence of current and

future students, professors, and leaders in business.

2

WELCOME from the Symposium’s

Organizers

Leticia Bañares Parera

Ana M. Fernández Vallejo

Dear participants of the International Symposium “The next 50 years in Business”,

Welcome to Spain, welcome to San Sebastián, and welcome to ISSA-School of

Management Assistants.

This year we are celebrating the 50th anniversary of the foundation of ISSA. During

these 50 years, 3200 students have passed through our classes, students from all parts

of Spain and some other countries (Belgium, El Salvador, France, Finland, , Germany,

Latvia, Lithuania, Poland, Rumania, Russia, USA, …). We have agreements with 20

international universities and our graduates are working all over world. 50 years ago

the University of Navarra took the decision to offer students training in Management

Assistance and today, in Spain, this degree is offered only by ISSA.

This year, a year of celebration for ISSA, is the perfect framework to organize an

International Symposium; an ideal forum where professors, professionals, researchers

and students can reflect on current organizational structure from different points of

view and its future. We are honored and extremely happy to arrange this symposium,

and we hope it will provide you with interesting ideas, revealing insights and new

friends. Thank you very much for coming.

3

Ponentes

Yih-teen Lee es Profesor Agregado del Departamento de

Dirección de Personas en las Organizaciones. Obtuvo su Ph.D.

en HEC, University of Lausanne, donde también participó en un

proyecto de investigación como Research Fellow de

postdocotrado. Es profesor de liderazgo, dirección intercultural y

dirección estratégica de recursos humanos en el MBA así como

en programas ejecutivos. Antes de colaborar con el IESE, fue

profesor en la HEC University of Lausanne (Suiza), en la Angers Graduate School of

Business ESSCA (Francia), en la American Graduate School of International

Management Thunderbird Europe (Francia), y la Lung-Hua University of Science and

Technology (Taiwan, R.O.C.).

Uno de los artículos del Prof. Lee sobre la cultura y el encaje de las personas con el

entorno, titulado "Satisfaction and Individual Preference for Structuring: What is Fit

Depends on Where You Are From," (Satisfacción y preferencia individual para la

estructuración: lo que conviene depende de dónde vengas) ganó el Premio Best

International Paper Award otorgado por la Organizational Behavior Division en la

reunión anual de la Academia de Dirección de 2006, y fue uno de los tres finalistas del

premio Carolyn Dexter Award. Además de los artículos publicados en diarios

científicos como Personality and Individual Difference, el Prof. Lee también a

coeditado los libros Les compétences culturelles (Competencias culturales,

L'Harmattan, 2007), y Cultural Contexts of Human Resource Development (Contextos

culturales del desarrollo de recursos humanos, Palgrave, 2009).

Esteban García Canal es catedrático de Organización de

Empresas en la Universidad de Oviedo, Esteban García Canal

asesora e imparte cursos específicos a empresas y organismos

públicos en temas relacionados con la formación de alianzas

estratégicas, el diseño organizativo y la elaboración de planes de

internacionalización y crecimiento en general. Así, es experto en

acuerdos de cooperación entre empresas y alianzas estratégicas,

diseño de la organización y el cambio, estrategia internacional,

fusiones y adquisiciones, la expansión corporativa de las empresas reguladas y

multinacionales emergentes del mercado.

Ha publicado más de 70 artículos en revistas científicas especializadas, tanto

estrictamente académicas (como Strategic Management Journal, Academy of

Management Perspectives, Research Policy, Organization Studies, Journal of

International Management, International Business Review o Journal of Institutional

and Theoretical Economics, entre otras) como otras también dirigidas a profesionales

y directivos (como Harvard Business Review, Journal of World Business, European

Business Review o Long Range Planning, entre otras).

4

Manuel Guillén Parra Manuel Guillén es Profesor Titular de

Organización de Empresas, en el Departamento de Dirección de

Empresas “Juan José Renau Piqueras” de la Universidad de

Valencia. Director del IECO (Institute for Ethics y Communication

and Organizations), y responsable de la Cátedra IECO-UNESCO

en Management, Gobernanza, Confianza y Alteridad. Secretario

General de EBEN-España (Europen Business Ethics Network). Es

Doctor en Administración y Dirección de Empresas por la Universidad de Valencia

(1998), y Licenciado en Ciencias Económicas y Empresariales por la misma

universidad. Manuel ha sido Visiting Scholar en las Universidades de Notre Dame

(Indiana) y de St.Thomas (Minnesota) y Doctoral Visiting Student en el IESE

Business School. Actualmente es Permanent Visiting Scholar en la Universidad de

Bentley (Massachusetts) y Permanent Research Fellow en el Real Colegio

Complutense de la Universidad de Harvard.

Estíbalitz Ortiz González es profesora de Dirección de

Personas –People Management- en la Escuela Superior de

Comercio Internacional –ESCI- de la Universidad Pompeu Fabra

y desde 2012 imparte también clase en el Máster en Negocios

Internacionales de la misma Universidad, siempre a alumnos de

perfil internacional. Así mismo, es Directora Ejecutiva de la

Unidad de Coaching del IESE. Licenciada en Filología

Hispánica por la Universidad de Navarra y Doctor en Filosofía

(PhD) por IESE Business School. Su tesis doctoral es sobre Mentoring y Coaching.

inició su carrera profesional hace 15 años. La mayor parte de su trayectoria profesional

se ha desarrollado en el ámbito multinacional: trabajó diez años como Generalista de

Recursos Humanos en Agilent Technologies Spain, centrándose sobre todo en temas

de desarrollo organizacional, formación y coaching a directivos de más de 20

nacionalidades. En dicha empresa colaboró en la creación e implantación del Centro

de Servicios Comerciales y Financieros para toda Europa, Oriente Medio e Hispano

América. Posteriormente trabajó como investigadora asociada, formadora y

consultora en el sector de la Hostelería en España. Sus áreas de interés se centran en

la investigación del coaching ejecutivo en entornos internacionales, y en la Dirección

de Personas en entornos internacionales.

Carolina Ugarte Artal es Profesora Contratada Doctora en el

área de Teoría e Historia de la Educación y Vicedecana de

Alumnos de la Facultad de Educación y Psicología de la

Universidad de Navarra. Su investigación se ha centrado en la

formación de competencias profesionales y cívicas en educación

superior y en el entorno profesional dentro de la línea de

investigación consolidada “Educación y ciudadanía”. Actualmente

es investigadora principal del proyecto “Autonomía educativa y flexibilidad escolar.

Criterios de calidad educativa” y miembro del Proyecto Parlamento Cívico que se

desarrolla conjuntamente entre la Universidad de Navarra y el Parlamento de Navarra.

5

V i e r n e s 2 3 d e ma y o . TE C N U N

1 5 : 3 0 Registro y entrega de documentación

1 6 : 0 0 Sesión de apertura

Excma. Sra. D.ª María Iraburu Elizalde

Vicerrectora de Profesorado. Universidad de Navarra

Stephan Delplace

Secretario General de EURASHE Miembro de la junta ejecutiva de EQAR

M.ª Jesús Álvarez Sánchez-Arjona

Directora de ISSA-School of Management Assistants

Sesión plenaria “Cultivando las competencias culturales para un mundo mejor”

Yih-Teen Lee. IESE Business School

Profesor Asociado Dpto. Dirección de Personas en las Organizaciones

1 7 : 1 5 C a f é

17:30

Mesa redonda “Formación y crecimiento personal en el trabajo”

Esteban García Canal. Universidad de Oviedo Manuel Guillén Parra. Universidad de Valencia

Estíbaliz Ortiz González. Universitat Pompeu Fabra

Carolina Ugarte Artal. Universidad de Navarra

Moderadora:

Magdalena Torres Ruiz. Gerente. Fundación Grupo Norte (Navarra)

1 9 : 0 0 C ó c t e l ( P a l a c e t e I S S A )

S á b a d o 2 4 d e ma y o . IS S A

1 0 : 0 0

Comunicaciones

A u l a 3 A u l a 5 A u l a 6 A u l a 8

E m p l e a b i l i d a d ,

u n i v e r s i d a d y

g l o b a l i d a d

C o m u n i c a c i ó n

e n l a e m p r e s a

A p r e n d i z a j e e n

l a e m p r e s a

E j e r c i c i o

p r o f e s i o n a l y

l i d e r a z g o

1 1 : 0 0 C a f é

1 1 : 3 0

Workshops sobre el ejercicio profesional del asistente de dirección

Workshop 1. Aula 4-4bis

Experiencias de emprendizaje e innovación

Moderadora: Iranzu Sáenz de Murieta.

Workshop 2. Aula 7-7bis

Diversidad competencial y funcional del

asistente de dirección

Moderadora: Cristina Mancebo Iglesias

Workshop 3. Hall El ejercicio profesional en contextos multiculturales

Moderadora:

Inés García Soro

1 3 : 1 5 C l a u s u r a y v i n o e s p a ñ o l

http://be.linkedin.com/company/eqar---european-quality-assurance-register?trk=ppro_cprof

http://www.unioviedo.es/egarcia/

http://www.uv.es/Manuel.Guillen/

http://www.linkedin.com/pub/estibalitz-ortiz/a/624/777

http://www.unav.es/adi/servlet/Cv2.ara?personid=71539

6

Sábado 24 de mayo. ISSA

1 0 : 0 0 - 1 1 : 0 0 Sesiones paralelas

Aula 3: Empleabilidad, universidad y globalidad

M o d e ra d o r: S t e p h a n D e l p l a c e

Csaba Szűcs

Zoltán Zörög

Károly Róbert College. Hungary

The perceptions of graduates on the correlation of their labour

market situation and qualification in Hungary [1]

Inés García Soro

Universidad de Navarra

Is it really so easy to export? Several ideas from the

International Market [2]

Margarita Išoraitė

Laima Steiblienė Gitana Mečėjienė

Vilniaus kolegija/University of Applied Sciences

Analysis of how employers perceive professional competencies

of Vilnius College Students[3]

M.ª Isabel Saracíbar Razquin

Inmaculada Serrano Monzó

Ana Canga Armamayor


The future of nursing. Leading the change in nursing training to

promote health [4]

Aula 5: Comunicación en la empresa

M o d e ra d o ra : P i l a r S a i z C e r r e da

Elena Altube Zurutuza


La estructura organizativa y la comunicación interna. Caso

ulma handling systems: análisis de la comunicación interna

entre directores y mandos intermedios [5]

Paula Suescun


La escuela de arquitectura de la universidad de navarra:

imagen publicada en la prensa de la comunidad foral [6]

Aránzazu Albertos San José


La competencia comunicativa: desarrollo en la universidad y

futuro en la empresa [7]

M.ª Carmen Erviti Ilundain


Marketing y comunicación corporativa en los vídeos populares

de YouTube [8]

Estíbaliz Díaz García


La actitud: pieza clave para la calidad del asistente de dirección

[9]

7

Aula 6: Aprendizaje en la empresa

M o d e ra d o ra : L a u ra I l z a r b e I z q u i e r d o

Laura Ilzarbe Izquierdo

Transabadell

Susana Vegas Chiyón

Universidad de Piura (Perú)

La capacidad de observación y la percepción en la

toma de decisiones [10]

Nuria Garro-Gil

Claudia Castillo Rodríguez


Enfoque relacional del cambio en la empresa [11]

Berta Sánchez Lasheras


Crear espacios de convivencia universitaria: un

reto para el desarrollo del talento [12]

Tania Beatriz Bernabé González

Mónica Del Carmen Meza

Mejía

Universidad Panamericana

El aprendizaje organizacional. Desafíos para un

mundo globalizado – aplicación del modelo

70:20:10 [13]

Aula 8: Ejercicio profesional y liderazgo

Moderadora: Ana M. Fernández Val lejo

Rafael Hernández Uriguen


¿Invertir más de diez páginas en un libro de

ética para Management Assistants? [14]

Irene Perurena Rodríguez

Marta Zárraga-Rodríguez

Carmen Jaca García


El asistente de dirección como facilitador de la

mejora continua [15]

Leticia Bañares Parera

Ana M. Fernández-Vallejo


Las competencias directivas del mando

intermedio [16]

Jesús E. Albertos San José

Universidad Internacional de La

Rioja

La acción directiva y el liderazgo [17]

11. 00 Café

8

1 1 : 3 0 - 1 3 : 1 5 W o r k s h o p s s o b r e e l e j e r c i c i o p r o f e s i o n a l d e l

a s i s t e n t e d e d i r e c c i ó n

11: 30 Experiencias de emprendizaje e innovación. Aula 4-4bis

M o d e r a d o r a : I r a n z u S á e n z d e M u r i e t a . S o c i a f u n d a d o r a d e S I N N P L E

Ane Bilbao Goñi (ISSA’07)

Co Founder de ENREDOOS, Social Media Manager

Ana Belén Juaristi Urdangarín (ISSA’81)

Director Gerente Engranajes en JUARISTI, S.L / Vicepresidente ADEGI

Pilar Marcuello Franco (ISSA’91 )

Adjunta a Dirección en REY CORPORACIÓN

Maïder Tomasena Maltete-Seillán (ISSA’07)

Creadora, copywriter y generadora de contenidos en MAÏDERTOMASENA.COM.

Diversidad competencial y funcional del asistente de dirección. Aula 7-7bis

Moderadora: C r i s t i n a M a n c e b o I g l e s i a s . C o o r d i n a d o r a d e A d m i s i ó n e n

I S S A

Elena Altube Zurutuza (ISSA’01)

Management Assistant en ULMA Handling Systems

Immaculada Ensesa Juandó (ISSA’10)

Assistant en CUATRECASAS, GONÇALVES PEREIRA

Arantxa Garin Garmendia (ISSA’08)

FREELANCE

Beatriz Lobatón Soriano (ISSA’94)

Directora de Programas de Conferencias y Encuentros en FUNDACIÓN RAFAEL DEL PINO

Marisa Pardo Gastón (ISSA’09)

Assistant en IESE BUSINESS SCHOOL

12: 30 El ejercicio profesional en contextos multiculturales. Hall

M o d e r a d o r a : I n é s G a r c í a S o r o . P r o f e s o r a C o m e r c i o E x t e r i o r I S S A /

K E N D U S o p o r t e s G r á f i c o s S . L .

Ainhoa Olano Galarza (ISSA’97)

Assistant Departamento Exportación en ORKLI S. COOP

M.ª José Campanillas Ciaurriz (ISSA’95)

Directora Dpto. Logística en INTER ALLOYS, S.L.

Silvia Martín Marquina (ISSA’93)

Secretaria Dirección en EVOBUS

Anna Usanova (ISSA’09)

Assistant en Grupo Industrial KEMPCHEN - COMDIFLEX S.A

13:15 CLAUSURA Y VINO ESPAÑOL

9

Abstracts

10

[1] THE PERCEPTIONS OF GRADUATES ON THE CORRELATION OF THEIR LABOUR MARKET

SITUATION AND QUALIFICATION IN HUNGARY

CSABA SZŰCS1

ZOLTÁN ZÖRÖG2

Károly Róbert College. Hungary

The examination of the ways how starters are provided with the opportunity of filling in

a post tailored to their skills, abilities and qualification in the least complicated and

smoothest way has already been a subject of several labour market studies in Europe.

It is a generally accepted fact that people with a higher education degree can more

easily find a job and receive higher salary. In Hungary finding a job has apparently

become more difficult for the graduates since about 2000. This fact has been stressed

as it was actually in contrast with the expectations of the 1990’s.

There are a number of processes behind the statistics attempting to describe the

chances of degree holders to find employment. Naturally, there are professional fields

in which it is easier to find a job – in this case payment is usually lower. In other areas

the opposite tendency holds true. Data provided by the graduate career tracking

system present a good opportunity to examine to what extent degree holders

graduating from the Hungarian higher education system, which has been developing

rapidly since the political transformation, meet labour market expectations.

Economic catching up was related to the expansion of higher education and it was

supposed that it was easier for the graduates to find a job, which could reduce

unemployment. The respondents’ evaluation of the work carried out in the higher

education institution is considered together with how they could make use of their

knowledge, to what extent their qualification correlates with their present job and also

how fast they could find a job after taking their final exams.

[2] IS IT REALLY SO EASY TO EXPORT? SEVERAL IDEAS FROM THE INTERNATIONAL MARKET

INÉS GARCÍA SORO3


The current paper offers a basic analysis of the main aspects that a company should

consider when it begins the process of exportation. The purpose of this article is to

provide a practical approach to the world of foreign trade with a triple perspective:

analysis of differences in trades, technical barriers to trade and distribution channels.

1 E-mail: [email protected]



11

[3] ANALYSIS OF HOW EMPLOYERS PERCEIVE PROFESSIONAL COMPETENCIES OF VILNIUS

COLLEGE STUDENTS

MARGARITA IŠORAITĖ4

LAIMA STEIBLIENĖ5

GITANA MEČĖJIENĖ Vilniaus kolegija/University of Applied Sciences

Article analyses theoretical definition aspects of competencies and professional

competencies. Paper presents various definitions of competencies provided by

different authors. Moreover this paper provides summarized understanding of

professional competencies. This article analyses how employers who hire Vilnius

College graduates perceive their professional qualities and competencies obtained

during studies. Respondents of this research identified that they make hiring decisions

based on individual interviews, recommendations and selection testing results. They

are satisfied with all graduates, who eagerly improve their professional skills in various

areas of expertise. Graduates have adequate theoretical knowledge base, decent

organizational skills and have enough knowledge of foreign languages. General

qualities of graduates were highly evaluated. This paper has showed that personal

qualities have an impact on professional activities; these qualities are responsibility,

activity in workplace and efficiency. Bank employers are willing to cooperate with

Vilnius College faculty of economics administration. Primary areas of cooperation

would be: “discussing content of internships” and “setting aims of internships”.

[4] THE FUTURE OF NURSING. LEADING THE CHANGE IN NURSING TRAINING TO PROMOTE

HEALTH

M.ª ISABEL SARACÍBAR RAZQUIN6

INMACULADA SERRANO MONZÓ7

ANA CANGA ARMAMAYOR8


Currently, the provision of medical care is undergoing drastic changes. The healthcare

system must develop therapeutic activities, attend to an increase in patient demand,

accommodate the necessity for coordinating with other social services, pay more

attention to preventative care and the promotion of healthy lifestyles, develop cross-

sector policies and respond to a higher demand for rehabilitation and social

reintegration, and all of this, within very complex organizations. In this context, if one

wants to provide a high quality of patient care which is more generalized in contrast to

the current much more specialized attention, it is necessary to discover new ways of






mailto:[email protected]




12

providing healthcare. It is necessary to reassess the functions of many healthcare

professionals, including those of nurses.

Just as the systems of patient healthcare have endured modifications, this is equally

true for the role of nurses. It has evolved in a way so that nurses are providing more

services which results in a demand for an increase in skill level. As a result, it is

necessary that their role as healthcare providers be more relevant. In order to do that,

together with the introduction of organizational and cultural changes that allow for a

greater leadership role within nursing, they should also provide new focuses is their

education, preparation and skill development.

The way nurses were educated in the last century no longer suffices to deal with the

realities of patient care in the 21st century. Because the needs of the patients and their

surroundings have become more complex, nurses now need to obtain the necessary

skills that permit them to offer a higher level of patient care. Moreover, nurses must

have a clear understanding of the technological tools and information management

systems, while at the same time collaborating with and coordinating patient healthcare

teams.

In this context, the school of nursing at the University of Navarra understands the need

for its students to obtain these higher levels of skills training through new ways of

education. Therefore, in 1998-99 this center, with its clear vision of the future about the

importance of the development of new roles and responsibilities of nurses, introduced

a notable change in the nursing curriculum and the demarcation of the role of each of

the participants in the teaching process. This newly designed curriculum subsequently

was incorporated into graduate level training.

With the introduction of this teaching focus, the School of Nursing demonstrates a

promise to its students to help them not only in the acquisition of professional skills, but

also the development of their own personal skills. In addition, it completes its goals of

providing a quality education that improves the results of the health of the nurses and

the enhancing the role that they must perform.

[5] LA ESTRUCTURA ORGANIZATIVA Y LA COMUNICACIÓN INTERNA. CASO ULMA HANDLING

SYSTEMS: ANÁLISIS DE LA COMUNICACIÓN INTERNA ENTRE DIRECTORES Y MANDOS

INTERMEDIOS

ELENA ALTUBE ZURUTUZA9


Internal communication is the core of an organisation, without which no company could

function efficiently. Internal communication should be seen as a crucial, strategic

management function. The current study pretends to analyze the impact of the


13

organisational change that Ulma Handling Systems had just undergone in the process

of internal communication. For this purpose it was decided to hold an audit of internal

communication between management and middle management at ULMA Handling

Systems. The final result of this study has been a list of corrective actions that have

been defined in order to solve the communication problems of the company.

[6] LA ESCUELA DE ARQUITECTURA DE LA UNIVERSIDAD DE NAVARRA: IMAGEN PUBLICADA EN

LA PRENSA DE LA COMUNIDAD FORAL

PAULA SUESCUN DE ESTEBAN10

Universidad Navarra

This research evaluates the image that the press of Navarra gives to the school of

architecture, and confronts the communicative management of the school the image

that it intends to transmit throughout the media. The chosen methodology is based on

an empirical work with quantitative methods (content analysis) and qualitative methods

(personnel interview). The study was refined to the search in the press of Navarra and

was limited to one academic year (1st of September till the 31st of August 2012): for

the quantitative research an analysis of quantitative contents was realized with a

pretest; for the qualitative research, there was an interview with the person in charge of

the communication in the center, namely the Director of Development.

[7] LA COMPETENCIA COMUNICATIVA: DESARROLLO EN LA UNIVERSIDAD Y FUTURO EN LA

EMPRESA

ARÁNZAZU ALBERTOS SAN JOSÉ11


Communicative competence is considered in the tuning project as an instrumental

competition, especially relevant for new college graduates. The reflex project also

demonstrates the vital importance of this competition among spanish graduates, ahead

of their professional work. The development of communicative skills is not

independent, is performed in conjunction with other skills such as the ability to see

reality from different angles (polyhedral), sensitivity, empathy, and self-

contextualization and critical capacity.

For a professional branch of social and legal sciences domain of communicative

competence plays a major role. The analysis of good communication leads us to

consider that it is necessary to know the different registers of language (specialized

trade, public and family) and its various manifestations in the oral and written

communication. The aim is that the communicative exchange is consistent, correct and

appropriate, using the stylistic and appropriate regulatory criteria. In the development

10

E-mail: [email protected]


14

of communicative skills argumentative capacity, without neglecting the other text types

and the specific discursive features of institutional or disciplinary communication is

prioritized.

Interpersonal communication is a core aspect of the professional - business

performance, especially when the work is done in teams, the aim should be to foster a

cooperative work style and not competitive. An expert level requires mastery of the

communication process and the proper use of verbal and non-verbal language,

manifesting the presence of feelings in the dynamics of the communication process.

The quality of communication in this area is linked to the development of behaviors that

facilitate communication and avoid defensiveness.

The evaluation of this competition in a disciplinary field, through objective evidence

follows a traditional pattern of objective evidence. This evaluation model can be added

to the portfolio of the language, through evidence to demonstrate the mastery of

communicative competence.

[8] MARKETING Y COMUNICACIÓN CORPORATIVA EN LOS VÍDEOS POPULARES DE YOUTUBE

M.ª CARMEN ERVITI ILUNDAIN12


Marketing professionals have looked at the possibilities of YouTube and the contents

of the platform are increasingly used for commercial purposes, seeking brand

reputation or other related corporate communication objectives. We analyzed, in

Popular on YouTube – Worldwide channel, videos from the category "Science and

Technology" to determine their degree of popularity and the presence of marketing

content. The results indicate that behind most of these videos are technology

companies, which achieve remarkable success to place their contents among the most

popular on YouTube Worldwide.

[9] LA ACTITUD: PIEZA CLAVE PARA LA CALIDAD DEL ASISTENTE DE DIRECCIÓN

ESTÍBALIZ DÍAZ GARCÍA13


This work has sought to clarify what a Management Assistant needs in order to

perform well in a job and to become a good professional. A Management Assistant

requires qualities and training in different areas to build up their professional

background, but that is not enough. It is essential for a good professional of

Management Assistance to possess a certain attitude in order to carry out his/her work,

and to listen and to respond to all needs with objectivity and the right criteria. This

12



15

paper analyzes skills, knowledge and attitudes that a Management Assistant has to

develop to become the liaison between management and other departments.

[10] LA CAPACIDAD DE OBSERVACIÓN Y LA PERCEPCIÓN EN LA TOMA DE DECISIONES

LAURA ILZARBE IZQUIERDO14

Transabadell

SUSANA VEGAS CHIYÓN15

Universidad de Piura (Perú)

In all the activities of our lives, we are continually making personal and professional

decisions. We choose what outfit to wear, which transport we are going to use to go to

work, what kind of food to take for lunch. We decide which suppliers our company

should select, what investments to make, who we hire as staff, etc.

In this article we are going to analyze two management skills that have an impact on

decision-making: observation capability and perception.

Regarding observation capability, we will expose several situations where our eyes

receive a large number of images throughout the day, but the brain only processes a

few of these. If we fail to observe our environment in a global way, we can also fail in

decision-making.

With respect to perception, we will discuss how our paradigms, our accumulated

experiences, influence the way we understand what we observe and, consequently,

the decisions we take as a result of how we understood the situation.

Finally, we present some experiences that have caused a change of paradigms in

some individuals and how they, as consequence of the change, have interpreted reality

in a more accurate way and taken decisions with better results.

[11] ENFOQUE RELACIONAL DEL CAMBIO EN LA EMPRESA

NURIA GARRO-GIL16

CLAUDIA CASTILLO RODRÍGUEZ17


Today, companies are facing big changes, on human, organizational and structural

level. These changes are coming from a big part of the society which seems immersed

and seems to be in continuous process of evolution. The aim of this Symposium –

bearing in mind the challenges for the next 50 years in the business field- , is to

observe the notion of social change considering it from a sociological perspective and

by adopting in particular the relational approach. This approach doesn’t only change

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the introduction of an external and innovative element in the structure but is also seen

as a “new way of relate relations”.

Applied to the company, this concept of change is useful because it provides a new

vision of relations, which refer to the persons who form and make the company.

Therefore change, innovation and business growth require a vision that goes beyond

pure structuralism and the logic of efficiency and productivity. It is also important to pay

attention to the personal relations that are being created within the approach, as the

potential to be a humanizing or a dehumanizing approach.

[12] CREAR ESPACIOS DE CONVIVENCIA UNIVERSITARIA: UN RETO PARA EL DESARROLLO DEL

TALENTO

BERTA SÁNCHEZ LASHERAS18


University years are key to personal and professional development. Teaching needs to

be focused on creating work, intellectual and personal habits, and on enabling students

to integrate the academic knowledge specific to each degree with a critical, open and

global view. This education cannot be reduced to technical or general plans, but should

have an impact -vital impact- in each student, mainly obtained through dialogue. This

requires creating spaces for significant coexistence between students and between

teachers and students. At these spaces, a humanistic dialogue on the profound issues

that concern people today is created and there is also a place for reflection and the

development of personal and professional skills.

[13] EL APRENDIZAJE ORGANIZACIONAL. DESAFÍOS PARA UN MUNDO GLOBALIZADO –

APLICACIÓN DEL MODELO 70:20:10

TANIA BEATRIZ BERNABÉ GONZÁLEZ19

MÓNICA DEL CARMEN MEZA MEJÍA20

Universidad Panamericana

In a society where knowledge is important, education is a competitive advantage which

will distinguish organizations. As we live in a globalized world, the only sustainable

competitive advantage is to learn faster than other organizations. That is why the usual

practices to acquire learning are being questioned and in addition to the formal

technical and vocational education, required of the habit of learning under a systemic

approach. This article shows how to implement the 70-20-10 model as an alternative to

develop the competencies that reinforce/strengthen the organizational learning.

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[14] ¿INVERTIR MÁS DE DIEZ PÁGINAS EN UN LIBRO DE ÉTICA PARA MANAGEMENT ASSISTANTS?

RAFAEL HERNÁNDEZ URIGUEN21


This paper describes the experience during 18 years as a lecturer of Ethics for the

Program of Management Assistants at ISSA. In addition, it describes the experience of

embarking on this initiative of the first and –so far- only specific book of Ethics for

Management Assistants and its possible contribution to qualifying this profession. With

this paper, we seek to share this experience and open a discussion among all to widen

points of view and enrich them as a key part to the continued existence of this

profession.

[15] EL ASISTENTE DE DIRECCIÓN COMO FACILITADOR DE LA MEJORA CONTINUA

IRENE PERURENA RODRÍGUEZ22

MARTA ZÁRRAGA-RODRÍGUEZ23

CARMEN JACA GARCÍA24


Purpose: The aim of the study is to analyze whether the management assistant can be

an enabler of continuous improvement. We have conducted a review of the literature

related to continuous improvement and the figure of the management assistant in the

organization.

Design: For the analysis of the collected information qualitative methodology has been

used, specifically decision- making based on expert opinion obtained through group

techniques.

Results: The study shows that the management assistant’s competences allow him/her

to facilitate the key elements of continuous improvement.

Limitations: the experts who took part in the study come from the same company and

this fact can skew the analysis.

Practical implications: competences that enable the management assistant to support

each of the key elements associated with the process of continuous improvement have

been identified. It can be useful for any company committed with continuous

improvement.

Originality / value added: the study establishes the role of the management assistant in

relation with continuous improvement and helps to define the role of this figure in the

company.

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[16] LAS COMPETENCIAS DIRECTIVAS DEL MANDO INTERMEDIO

LETICIA BAÑARES PARERA25

ANA M. FERNÁNDEZ-VALLEJO26


This study analyzes managerial competences that are required of the middle

management level in order to successfully carry out its functions. The review of existing

bibliography shows that the managerial competences have been studied in a

comprehensive manner for senior management, but these competences have not been

considered with respects to middle management, seeing as until now, it wasn't granted

managerial functions. In accordance with the roles of the new middle management, 16

managerial competences are selected. These competences are organized in three

groups: strategic competences, competences related to the interpersonal dimension

and competences related to the personal dimension. A survey is distributed among

graduates of ISSA-School of Management Assistants (University of Navarra, Spain),

who had occupied positions as middle managers at some point in their professional

career. The results of this study suggest that the crucial competences for middle

management's success in carrying out its work are the following: business vision and

the vision of the organization; information management, communication and teamwork;

and honesty, time management and being proactive.

[17] LA ACCIÓN DIRECTIVA Y EL LIDERAZGO

JESÚS E. ALBERTOS SAN JOSÉ27

Universidad Internacional de La Rioja

The directive action is proper to the human level, and consists internally of aspects

such as intellection, the decision, power, or will. Each of these aspects involves a

separate analysis, but it should be understood in a unified way. Likewise, from an

outside perspective of directive action may affect other people in the form of

leadership, and in this sense can also analyze which are the conditions of possibility

and limitations for this action can be considered as such. In addition, they are more

irrational aspects in the follow of the leader, who may even be contradicted with initially

indicated. Finally a reflection is also made about the maturity and it relevance in the

process.

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Índice de autores

Ana Canga Armamayor, 11 Ana M. Fernández-Vallejo, 18 Aránzazu Albertos San José, 13 Berta Sánchez Lasheras, 16 Carmen Jaca García, 17 Claudia Castillo Rodríguez, 15 Csaba Szűcs, 10 Elena Altube Zurutuza, 12 Estíbaliz Díaz García, 14 Gitana Mečėjienė, 11 Inés García Soro, 10 Inmaculada Serrano Monzó, 11 Irene Perurena Rodríguez, 17 Jesús E. Albertos San José, 18 Laima Steiblienė, 11 Laura Ilzarbe Izquierdo, 15 Leticia Bañares Parera, 18 M.ª Carmen Erviti Ilundain, 14 M.ª Isabel Saracíbar Razquin, 11 Margarita Išoraitė, 11 Marta Zárraga-Rodríguez, 17 Mónica Del Carmen Meza Mejía, 16 Nuria Garro-Gil, 15 Paula Suescun De Esteban, 13 Rafael Hernández Uriguen, 17 Susana Vegas Chiyón, 15 Tania Beatriz Bernabé González, 16 Zoltán Zörög, 10

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Sedes del Simposio Viernes 23 de mayo. TECNUN

21

Sábado 24 de mayo. ISSA

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