Herding Cats Fabian Icci
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Slides presented at various locations by Richard Fabian, General Counsel of RiverStone Resources, re litigation management in complex litigated disputes.
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Subsistemas organizacionales
1.UNIVERSIDAD YACAMBÚ
VICERRECTORADO DE INVESTIGACIÓN Y POSTGRADO
INSTITUTO DE INVESTIGACIÓN Y POSTGRADO
PROGRAMA DOCTORADO EN GERENCIA
SEMINARIO AVANZADO LA GERENCIA Y LAS ORGANIZACIONES EN VENEZUELA.
Ponente: Mercedes García
Facilitadora: Dra. Lisbeth Campins.
2. El ser humano es un ser biopsicosocial es un Sistema que reproduce organizaciones sociales, las cuales estan en constante interaccion entre ellas y con el medio ambiente.
3.Un sistema es un todo organizacional y unitario comprendido por partes o susbsistemas interdependientes. Pueden ser Abiertos o Cerrados.
4. Las organizaciones son un sistema sociotecnico abierto constituido por subsistemas como componentes.
5. Entrada o insumo o impulso (input). Salida o producto o resultado (output). Procesamiento o procesador o transformador (throughput). Retroacción o retroalimentación o retroinformación (feedback). Ambiente. La supervivencia de un sistema depende de su capacidad de adaptarse, cambiar y responder a las exigencias y demandas del ambiente externo.
6. Parámetros de los Sistemas.
7. Las organizaciones como sistemas totales/ conjunto de subsistemas interrelacionandose.
8. Subsistema Ambiental (entorno de la organización)
Subsistema estratégico: Metas, Objetivos y valores del sistema.
Subsistema tecnológico: Tecnología, sistemas de información, recursos materiales.etc.
Subsistema Humano o Psicosocial. Recursos humanos de una organización.
Subsistema estructural. Puestos de trabajo, órganos, criterios de diferenciación y de integración.
Subsistema de proceso administrativo o de Dirección. Zona donde se cruzan e interrelacionan el resto de los sistemas.
9. Gracias por su atención.
Is lm autonoma
1. Equilibrio inicial con IS=LM. Punto A: i=0.5531, Y=3285.175
2. Se aplica política fiscal con G'=600. Punto B: i=0.9787, Y=3965.975
3. Se aplica política monetaria con M/P'=800. Punto C: i=0.2128, Y=3540.4
4. Se aplican ambas políticas. Punto D: i=0.6383, Y=4221.275
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The document discusses ways that food companies can work with outside counsel to reduce costs associated with product liability lawsuits and recalls. It recommends designating an "quarterback" attorney from the outside firm to coordinate crisis response and litigation efforts. Additional recommendations include developing a crisis management plan, estimating settlement and litigation costs upfront, creating detailed discovery and motion plans, considering alternative dispute resolutions, efficiently staffing matters, coordinating multi-state efforts, negotiating discounts with vendors, closely reviewing bills, and conducting reviews to improve future responses. The goal is to leverage outside counsel as a resource to help control costs rather than just viewing them as an emergency expense.
Princeton Corporate Solutions
1. A business valuation and analysis of the target company's financials, products, capital requirements, brands, and organizational structure is needed to identify suitable targets for mergers and acquisitions.
2. When negotiating a deal, it is important to evaluate pre-acquisition issues through due diligence, identify post-acquisition and administrative issues, and establish a special negotiation committee comprising experienced and disinterested experts.
3. Key strategies for negotiating include engaging competent advisors, avoiding conflicts of interest, determining a fair price through thorough financial review, using a closed auction process, maintaining proper records, and remaining focused to close the deal.
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It discusses the inception stage, where an evaluator must determine their niche and values. The survival stage focuses on identifying services, understanding contracts, meeting clients, and determining rates.
The growth and development stage involves taking on more employees, larger contracts, and institutionalizing practices while managing cash flow and complex clients. Finally, the maturity stage requires succession planning and considering how to continue developing the business for long-term survival.Consulting skills
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1. It outlines the CONSULT process that consultants follow, from pitching and developing proposals to delivering solutions and following up.
2. It presents a course program on consulting that covers various stages of the consulting process from entry and contracting to diagnosis, intervention, and closure.
3. It discusses important client handling skills for consultants, including maintaining seven vital signs of a healthy client relationship such as ensuring stakeholders are committed and business benefits are realized.
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Lessons Learned Document from the Successful Buyout Project is that Ownership of a project– The PM and the Project Management Team ought to have an unmistakable comprehension of the purposes behind the undertaking; who for and what for; as this may be a component impacting the customizing of the task exercises to better suit the task environment. For instance, is it a Government claimed venture or a Local Council one? Diverse possession may interpret in distinctive partners joining in the choice making procedures. Backing and investment of the real partners/invested individuals to guarantee a controlled improvement of the venture; An unmistakable and plausible arranging of the different administration stages is vital to decrease the level of danger additionally to maintain a strategic distance from degree creep; Correspondence amongst every single intrigued parties and an obviously characterized progressive system inside of the Project Management Team to control the undertaking and forestall or oversee unfriendly occasions; The right decision of individuals for the Team to guarantee that the required expertise set to convey the venture's items is available; Inspiration of the gatherings included in the venture to cultivate better cooperation and consequently a more noteworthy familiarity with one another's obligation
The areas that went well are during the discussion we were able to meet on some agreements that brought some negotiation and went well my ability and skills helped me through the negotiation I was able to prepare myself and I had self-control out the discussion.
The most difficult part that would make my negotiation successful is for individuals used to controlled courses of events due dates in different organizations, it can be a stun when purchasing and offering land. It is kind of a "toward the end in time" business for huge numbers of the outsiders included, for example, home loan merchants, surveyors, appraisers, title organizations.
To what extent does it take to settle a negotiations? For whatever length of time that it takes. Real estate agents some of the time overlook that we are utilized to obstacles, hindrances and delays and that it can be traumatic for purchasers and merchants who need it done at this point. Real estate agents have little control/information in accelerating an outsider, other than to have a decent association with ones that can complete business in an auspicious way.
Step 1: Prepare – The initial phase in the arrangement procedure is to guarantee that everybody is prepared the genuine transaction. Before you start transaction stroll through the progressions in your brain of what you are going to do, and consider diverse circumstances that may happen and how you are going to handle them. On the off chance that you have to, do some exploration in advance. For example, on the off chance that you are planning to purchase a washer and dryer, you might need to peruse a few surveys online or look at some ...
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Editor's Notes
- Discuss the three prongs – cost effective, control of risks, advancing toward acceptable outcomes.
- These concepts should inform the rest of what you do.
- Yep does not add to 100
- Note focus on winning
- In order of number of responses add Kaching for when its over. Not unpredictability for clients and unmanageable for lawyers;
- Could argue communication
- For corporate opponent consider pressures facing them. Positions and insurance company may take are very different from those a policyholder may take.
- What you do unto them, they may do unto you.