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PROCAGE

     

 

El marco para la aplicación de marketing tradicional o social.
• El pensamiento estratégico y su evolución
• Bases del modelo de prospectiva para la creación de estrategias.
• Los análisis de hechos internos y externos de una organización.
• Creación de una posición estratégica y una evaluación de acciones.
• Modelos prácticos incluyendo PEEA
• Aplicaciones y ejercicios
• Creación de un tablero de control estratégico
• Resolución de casos.

2. Simulación de operaciones y procesos de una organización productiva.

 

 Para poder efectuar la simulación de las operaciones de una organización productiva se tendrán en cuenta
• Los mercados económicos, políticas y sociales para los bienes y servicios a ser producidos.
• Los aspectos técnicos de los procesos productivos y sus implicaciones para la estructura y funcionamiento de una organización.
• Incertidumbre y las necesidades de servicios de información y comunicaciones, supervisión, control, etc y sus implicaciones para la estructura y procesos organizacionales.
• Requerimientos de servicios de compras, finanzas, personal y disposición del producto y ventas y sus implicaciones para la estructura y procesos organizacionales.

 

3. Administración y Gerencia del Recurso Humano

• El lugar de la administración y gerencia de personal dentro de la estructura y procesos en una organización
• Estimación de las necesidades cuantitativas y cualitativas de personal en los diversos niveles jerárquicos de una organización.
• Selección de personal
• Entrenamiento de personal
• Incentivos
• Desarrollo y uso de una base de datos necesaria para administración y gerencia de personal.
 
4. Análisis de toma de decisiones bajo el proceso AHP y Expert Choice

• El ser humano requiere tomar decisiones a nivel individual y colectivo. Inicialmente se estudió la toma de decisiones como el proceso racional de analizar un problema y buscarle soluciones; sin embargo, durante los últimos años ha quedado claro que el ser humano está lejos de tomar decisiones en forma racional, ya sea como individuo o como parte de un grupo.
o La necesidad por una metodología de toma de decisiones.
o Metodologías de tomas de decisiones.
o El Proceso Analítico Jerárquico (AHP).
o Paso 1: Desarrollo del Modelo
o Paso 2: Derivar prioridades (pesos) de los criterios.
o Matriz de Comparación por pares de criterios
o Cálculo de las prioridades de los criterios en el ejemplo
o Simulación con el software.

5. Diseño, análisis y evaluación de la globalización  dentro del entorno mundial y sus efectos en para las entidades públicas y privadas.

• Visión global del Management a nivel mundial.
• La globalización y sus efectos en la gerencia
• Nuevo mapa mundial de los negocios.

International Studies in Education 8 (2007)

PROCAGE – Maintaining the Tradition of Excellence in International Education
Guillermo A. Baenaa and Enrique Mub,* aMarketing Finanzas Ltd., Barranquilla, Columbia
bInformation Technology Management, School of Management, Carlow University

Introduction

PROCAGE is an acronym for Programa de Capacitación Gerencial (Managerial Training
Program). Every summer, Latin American managers from the public and private sectors attend a ten-day training seminar offered by the Institute for International Studies in Education (IISE) at the University of Pittsburgh. This program is designed primarily for participants who have managerial responsibilities but who have not had the opportunity to study administration formally. During their stay at the University of Pittsburgh, participants learn the fundamentals of strategic management, operations, and marketing. These courses are offered in Spanish.
Although the name PROCAGE was not formally adopted until 2006, this summer program is more than ten years old.

Early History

Hector Correa, an economist and associate professor with dual appointments at the School of
Education and the Graduate School of Public and International Affairs (GSPIA), was the originator of the idea of providing summer training seminars for public and private administrators, supported by IISE, the original program was open to all students and focused on administrators with program responsibilities wanting more formal administrative training.
The program was offered in both English and Spanish and lasted for one month. Due to its success, the program was subsequently offered in several international locations, including Argentina, Bolivia, Brazil, Colombia, Indonesia, and Europe. The original program included the following five modules:
1. Selection, Design, and Evaluation
2. Implementation of Projects and Programs
3. Management of Projects and Programs
4. Computer Skills
5. American Field Experience


Latin American Focus

In 1995, Correa invited Guillermo Baena, a Colombian consultant and educator, to join him in the coordination of the program. Upon Baena’s suggestion, Correa decided to focus the program on Latin America (Correa was a native from Ecuador). The first course was offered in July 1996 and was attended by six Colombian students. The instructors were Seth Spaulding, IISE Director; Héctor Correa, Program Director; Guillermo A. Baena, Coordinator; and Nilda Cano, a Pittsburgh-based consultant. Seventeen groups have participated in this intensive management training
program at IISE with well over a hundred managers receiving high-quality and practical instruction for real problems that focus on Latin American contexts.

Managerial Training Focus

Upon students’ increasing requests for a program that focuses on the fundamentals of general business administration, Correa and Baena developed a curriculum entitled the Seminario para Gerentes Latinoamericanos (SEMLA). Program directors later published a book that is still used as a guiding text for the program entitled Management: Visión Global en elMundo de los Negocios. The first SEMLA program was offered in August 1999. It also had six Colombian participants, and Enrique Mu, faculty member from the University of Pittsburgh’s Katz Graduate School of
Business, joined the IISE team of instructors. This program continued annually until August 2004 when Correa unexpectedly passed away.

The Program Today

During Fall 2004 and Spring 2005, Mu and Baena met with IISE Director John C. Weidman to discuss the proper conditions for continuing the program in a post-Correa era. Based on these discussions, the program was re-designed and re-named Programa de Capacitación Gerencial (PROCAGE). Mu and Baena became co-directors of the reorganized program, and they have continued offering annual intensive training study tours since 2006. The current program has the
following five modules: strategy and planning, operations, human resource administration, managerial decision making, and managing in a global environment.
Since the original program, these IISE summer programs have provided education and training to well over 100 managers, administrators, and top-level executives from various public and private sector organizations from Argentina, Brazil, Colombia, Costa Rica, Dominican Republic, Guatemala, and Perú.

Reference

Correa, Héctor, James A. Craft, Guillermo A. Baena,
Enrique Mu, and Nilda Cano. 2003. Management:
Visión Global en el Mundo de los Negocios.
Pittsburgh: Serie Colección Empresarial Management & Marketing.


 
FIGURE 1. PROCAGE Program Participants 2006. From left to right, Pedro Donado (Columbia), Hernando Gutierrez (Columbia), Luz A. Galvis (Columbia), Jose Sarmiento (Columbia), Guillermo Baena (Columbia), Enrique Mu (Peru), Thomas Satty (USA), David Mattos (Columbia), Silvia Gette (Argentina), Alexandra Barrionuevo (Costa Rica), and Manuel Mora (Costa Rica).

 

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