GSM .03 ACTION LEADERSHIP: A COGNITIVE PERSPECTIVE. This module studies leadership as a result of the compatibility between management personality, activities and the specific objectives of organizational functioning. It determines key managerial qualities and studies their impact on managerial activities...

GMS .04 HUMAN CAPITAL DEVELOPEMNT: A SYSTEMS SCHEMATA OF MANAGERIAL ACTIVITIES. Sustainable development of the organizational process depends on the level of human capital development. Human capital is a function of the status of the managerial, technological and administrative capacity of the organization....

GMS .09 - SOCIO-ECONOMIC CAPITAL. Socio-economic capital determines all structure-administrative measures, priorities and risks impending capacity-building and enhancing socio-economic development. This program includes the following topics: Topic 1: Corporate Social Responsibility and Sustainable Socio-economic...

GMS .05 ORGANIZATIONAL CAPITAL. Organizational capital is a variable that compounds a set of structure-administrative activities and core company processes. Therefore, this seminar focuses on organizational dynamics and several key performance indicators, which lead to a measurable and predictable managerial...

GSM .07 - ORGANIZATIONAL FUNCTIONING AND MANAGERIAL BEHAVIOR. A sustainable HR management ultimately depends on the ability of organizational employees to determine the organizational dynamics and to prioritize all managerial activities in each managerial situation. By doing so managers can establish...

THIS PROGRAM IS TAUGHT BY A DRUCKER INSTITUTE'S REPRESENTATIVE ENTREPRENUERSHIP, INNOVATION AND GLOBAL MANAGEMENT: THE PERSPECTIVE OF PETER F. DRUCKER The Drucker Curriculum is a 14 module executive education program. It ties Peter Drucker's management principles, concepts, insights and ideas with the...

GMS .02 MANAGEMENT OF INNOVATIVE COMPATIBILITY. This seminar determines the type of interactions between all components of the structure-administrative process - management objectives, structure, competences, activities and situations. These interactions help synchronize the managerial behavior in dynamic...

GSM .06 - STRUCTURAL MODEL OF ORGANIZATIONAL FUNCTIONING. This seminar defines a structural model of organizational functioning that illustrates the need for orchestration of all organizational processes and managerial activities in view of an emerging managerial situation. The main argument is that...

GMS .08 - SOCIAL ENTREPRENUERSHIP AND CORPORATE ADMINISTRATIVE RESPONSIBILITY: TRENDS FOR DEVELOPMENT BEXO.ORG The main criterion in determining the qualitative dimensions of corporate administrative responsibility in the process of organizational functioning is the influence of strategic and environmental...

GMS .10 - SOCIAL ENTREPRENUERSHIP AND SOCIO-ECONOMIC DYNAMICS . Social Entrprenuership is a phenomenon that is studied as a function of the level of development and competativeness of the intellectual, economc and social infrastructure in each society. In these terms, a key factor propelling Social entreprenuership...