Actividad Unidad III Predicción, deducción y skimming:
Do You Pass the Leadership Test?
The true mark of a leader is the willingness to stick with a bold course of action — an unconventional business strategy, a unique product-development roadmap, a controversial marketing campaign — even as the rest of the world wonders why you're not marching in step with the status quo. In other words, real leaders are happy to zig while others zag. They understand that in an era of hyper-competition and non-stop disruption, the only way to stand out from the crowd is to stand for something special.
I've said it before, and I'll say it again: It's not good enough to be "pretty good" at everything today. You have to be the most of something: the most elegant, the most colorful, the most responsive, the most focused. For decades, organizations and their leaders were comfortable with strategies and practices that kept them in the middle of the road — that's where the customers were, that's what felt safe and secure. In the new world of business, with so much change, so much pressure, so many new ways to do just about everything, the middle of the road has become the road to nowhere. As Jim Hightower, the colorful Texas populist, is fond of saying, "There's nothing in the middle of the road but yellow stripes and dead armadillos." To which we might add companies and their leaders struggling stand out from the crowd, even as they play by the same old rules in a crowded marketplace.
Respuestas:
1. De acuerdo al título y la imagen, ¿cuál cree usted que es el tópico que está a punto de leer?
Según la imagen y el titulo el tópico tratado corresponde al tema de Liderazgo.
2. ¿Cuál es la idea general del texto?
Los buenos líderes deben destacarse marcando la diferencia en los estilos y las empresas para ser exitosos.
3. ¿Qué palabras se repiten?
Leader, business, stand, something , most, middle and. Business.
4. ¿Qué palabras se parecen al español?
Leader a líder, action a acción, estrategy a estrategia ,competition a competición y special a especial.
5. ¿Cuáles son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
El titulo y el grafico.
6. ¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.
Sobre la dirección que debe tener un líder en la actualidad, debe marcar la diferencia en su gestión ya que las empresas o el mercado hoy en día presenta mucha competencia, a diferencia de los tiempos anteriores se les exige más en un ambiente de presión y lucha por destacarse.
Traducción:
La señal verdadera de un líder es la buena voluntad de pegar con un curso valiente de acción - una estrategia no convencional de negocio, un mapa de caminos de desarrollo de producto único, una campaña publicitaria polémica - aún como el resto de las maravillas mundiales por qué usted no marcha en el paso con el status quo. En otras palabras, verdaderos líderes son felices a zig mientras otros zag. Ellos entienden que en una era de hipercompetición y la interrupción directa, el único modo de destacarse de la muchedumbre es de significar algo especial.
Lo he dicho antes, y lo diré otra vez: No está bastante bien estar “muy bueno " en todo . Usted tiene que ser la mayor parte de algo: el más elegante, el más vistoso, el más sensible, el más enfocado. Durante décadas, organizaciones y sus líderes eran cómodos con estrategias y prácticas que los guardaron en medio del camino - esto es donde los clientes se sentían seguros, En el nuevo mundo de negocio, con tanto cambio, tanta presión, tantos nuevos modos de hacer más o menos todo, el medio del camino no se ha hecho . Como Jim Hightower, el populista de Texas vistoso, es aficionado al refrán, No hay nada en medio del camino excepto rayas amarillas y armadillos muertos. " Al cual nosotros podríamos añadir empresas y su lucha de líderes se destaca de la muchedumbre, aún como ellos juegan según las mismas viejas reglas en un mercado atestado.
II Parte Scanning:
1. Seleccione un texto y escribe 4 preguntas puntuales sobre fechas, sitios, etc.) (utiliza una biografía referente a algún autor de tu área de experticia):
Personal life and roots of his philosophy
Peter Drucker was the son of a Jewish upper-class family in Austria-Hungary. His mother Caroline Bond had studied medicine and his father Adolf Drucker was a lawyer and high-level civil servant. Drucker was born in Vienna, the capital of Austria, in a small village named Kaasgraben (now part of the 19th district of Vienna, Döbling). He grew up in a home where intellectuals, high government officials, and scientists would meet to discuss new ideas.[5] After graduating from Döbling Gymnasium, Drucker found few opportunities for employment in post-Habsburg Vienna, so he moved to Hamburg, Germany, first working as an apprentice at an established cotton trading company, then as a journalist, writing for Der Österreichische Volkswirt (The Austrian Economist). Drucker then moved to Frankfurt, where he took a job at the Daily Frankfurter General-Anzeiger. While in Frankfurt, he also earned a doctorate in international law and public law from the University of Frankfurt in 1931. Among his early influences was the Austrian economist Joseph Schumpeter, a friend of his father’s, who impressed upon Drucker the importance of innovation and entrepreneurship.[6] Drucker was also influenced, in a much different way, by John Maynard Keynes, whom he heard lecture in 1934 in Cambridge. “I suddenly realized that Keynes and all the brilliant economic students in the room were interested in the behavior of commodities,” Drucker wrote, “while I was interested in the behavior of people.”[7]
Over the next 70 years, Drucker’s writings would be marked by a focus on relationships among human beings, as opposed to the crunching of numbers. His books were filled with lessons on how organizations can bring out the best in people, and how workers can find a sense of community and dignity in a modern society organized around large institutions.[8]
As a young writer, Drucker wrote two pieces — one on the conservative German philosopher Friedrich Julius Stahl and another called “The Jewish Question in Germany” — that were burned and banned by the Nazis.[3] In 1933, Drucker left Germany for England. In London, he worked for an insurance company, then as the chief economist at a private bank. He also reconnected with Doris Schmitz, an acquaintance from the University of Frankfurt. They married in 1934. (His wedding certificate lists his name as Peter Georg Drucker.[9]) The couple permanently relocated to the United States, where he became a university professor as well as a free-lance writer and business consultant. (Drucker disliked the term “guru,” though it was often applied to him; “I have been saying for many years,” Drucker once remarked, “that we are using the word ‘guru’ only because ‘charlatan’ is too long to fit into a headline.”)[10]
In 1943, Drucker became a naturalized citizen of the United States. He taught at Bennington College from 1942–1949, then at New York University as a Professor of Management from 1950 to 1971. Drucker came to California in 1971, where he developed one of the country's first executive MBA programs for working professionals at Claremont Graduate University (then known as Claremont Graduate School). From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University. The university's management school was named the "Peter F. Drucker Graduate School of Management" (later known as the "Peter F. Drucker and Masatoshi Ito Graduate School of Management") in his honor in 1987. He taught his last class at the school in 2002 at age 92.
1. ¿Donde nació Drucker?
En Viena la capital de Austria
2. En que año fue Drucker de Alemania a Inglaterra?
En al año 1933.
3. Que títulos obtuvo Drucker?
Doctorado en derecho Internacional y Derecho público en Frankfurt.
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