Free download. Book file PDF easily for everyone and every device. You can download and read online Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition) file PDF Book only if you are registered here. And also you can download or read online all Book PDF file that related with Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition) book. Happy reading Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition) Bookeveryone. Download file Free Book PDF Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition) at Complete PDF Library. This Book have some digital formats such us :paperbook, ebook, kindle, epub, fb2 and another formats. Here is The CompletePDF Book Library. It's free to register here to get Book file PDF Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition) Pocket Guide.
Get Connected

With respect to the comparison between the self-assessed level in the managers and the reference population , the results are systematic and convincing: the managers have a lower self-assessed level of competencies compared to the reference population of managers in all 20 competencies analysed, which leads us to confirm that the current selection and promotion systems in the SPA do not take into account specific demands for positions of responsibility inexistence of a specific profile , and in many cases the same indicators are taken into account as for lower-ranking positions.

Neither does the List of Jobs LOJ define specific, differentiated functions for each level of management; therefore it does not discriminate what people are supposed to do depending on the level of responsibility they find themselves in. This situation makes it impossible to fulfil the mandate of the CSBS as regards the compulsory evaluation of professional performance, as there is no model against which to compare the reality of each civil servant in terms of involvement, performance, attainment of goals, etc.

All of this enables us to point out the need to establish a training model linked to the competencies required for the positions of direction and management that will prepare for the functions that must be taken on. Reality shows that it does not suffice to select candidates for staff management purely by means of the customary procedures through public exams based on merits or by free appointments without a previously established profile of competencies which takes into account both theoretical knowledge and practical abilities or knowhow, as well as personal attitudes or commitments, which range from knowledge and know-how to knowing what to be like and how to be in a particular place and time Morin, In the selection procedures handled by the different studies used in this research, we detected little or no presence of a competency profile as an indicator of good professional development.

At present, rapid, complex technological, economic, labour, and social changes are taking place, thus, human resources must possess the competencies that will enable them to cope with these changing situations.


  • Nada se opone a la noche (Panorama de narrativas) (Spanish Edition).
  • WILD AND CAREFREE.
  • Schools teaching.
  • Wollongong to Woolwich!
  • Master in International Tourism Management I Ostelea!

What is more, some authors even claim that organizations end up being a reflection of the leaders they have at any given time. It is necessary to implant a change of culture in the public administrations, once and for all adopting a process of professionalization of management. The evaluation of on-the-job performance through goals and the training programmes that are necessary for their design and implementation are the most appropriate tools to generate efficiency and competitiveness in the Spanish public administration CEOE, Finally, this study will help us go further into the creation of a competency-based integrated management system in the SPA, which will make it possible to fulfil the CSBS and transform human resources in the three administrations: local, autonomic, and central.

The authors of this article declare no conflict of interest. This study has been conducted thanks to the involvement and commitment of the civil servants in the City Council of Palma de Mallorca and both its former and present policymakers who believed in this project from the start. Arribas, D. A new theoretical model and questionnaire to assess competences: Compe TEA. Santiago de Compostela. Madrid: TEA Ediciones. Boyatzis, R.

Master in International Tourism Management - Universitario - Barcelona

The competent manager: a model for effective performance. CEOE De Ansorena, A. Barcelona: Paidos. La soledad del directivo. Madrid: Lid. Encounters on Education, 7, Galindo, P. Gardner, H. Generalitat de Catalunya Gil, J.


  • Let Your Body Speak: The Essential Nature of our Organs.
  • El diario de hoy del salvador.
  • Guide Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition).
  • Schools teaching | Free Website Downloading Books. | Page 11.
  • The Secretary Holds On!
  • Rosen für eine Leiche (Oberbayern Krimi) (German Edition).
  • Ocde ardavin liderazgo escolar 16 abril [modo de compatibilidad]!

Goleman, D. Inteligencia emocional. Barcelona: Ed. Gordon, I. Hay, J. Managerial competences or managerial characteristics? Management Education and Development, 21, Hossiep, R. Spanish adaptation: Arribas, I.

Master Universitario en Gestión Empresarial

Kanungo, R. Managerial resourcefulness: a reconceptualization of management skills.

Servicios Personalizados

Human Relations, 45, Kolb, D. Strategic management development: Using experiental learning theory to assess and develop managerial competencies. The Journal of Management Development, 5, Levy-Leboyer, C. McClelland, D. Testing for competences rather that intelligences. American Psychologist, 28, Marmolar, P. Competencias FB o. Mayer, J. The intelligence of emotional intelligence. Intelligence, 17, Madrid, 4 de febrero. Morin, E.

Olaz, A. Papers, 91, Salgado, J.

Breadcrumb

Spencer, L. Competence at work: model for superior performance. Thorndike, E. Intelligence and its use.

Culture & Language

Harper's Magazine, , University of the Balearic Islands. Faculty of Psychology. Department of Behavioural Sciences Methodology. Edificio Guillem Cifre de Colonya.

Get e-book Selección y evaluación de directores de centros educativos (Gestión) (Spanish Edition)

E-mail: juanjo. Servicios Personalizados Revista. Method Participants A sample of civil servants took part - representing Procedure The participants were divided into groups of 15 people. Data Analysis The non-parametric Mann-Whitney U test z -index corrected for ties was applied in order to compare the degree of relevance or importance attached by mangers and lower-ranking civil servants to each of the competencies analysed.

Results Table 1 shows the ranking or hierarchy of the degree of importance attached by both groups analysed to each of the existing categories of managers. Conclusions The results obtained in this study have an important impact in the field of the SPA, as they enable us to know the assessment carried out by lower-ranking civil servants and civil servants in management regarding the importance of the different competencies. What is more, they provide highly valuable information concerning the competencies that civil servants with management responsibilities should possess in order to perform their work efficiently.

The conclusions stemming from the analysis of the results are as follows:. With respect to the importance of competencies , both groups highlight that the competencies analysed are considered key pieces in the performance of management responsibility. This conclusion leads us to consider the need to draw up a Catalogue of competencies for management positions and posts of director - in concordance with the mission, vision, and values of the public service - which would include a Dictionary where the competencies are defined using descriptors that translate them into observable behaviours.

Likewise, for each direction and management job, the level of proficiency of the competency that ought to be held normal, high and very high , should be established, together with the behaviours associated to each level Generalitat de Catalunya, In relation to this aspect, there is an extensive literature dealing with the study of competencies and their transcendental importance inside organizations e.

It should be noted that in many cases it is quite clear that the level of relevance attached by lower-ranking officials is statistically greater than the level of relevance attached by managers. Meanwhile, both groups identify the competency of Teamwork in the top places but only for the chiefs of bureau and section, with this competency relegated to the bottom places in the chiefs of department and directors. Other competencies located in the top positions for both groups for the chiefs of department and directors are those of Decision making, Knowledge of the organization, and Ability to analyse.

It is also worth noting the little relevance both groups attach to the competency of Vision and anticipation in the chiefs of bureau and section, and to that of Influence in the chiefs of service, department and directors.

https://maulangtenocer.tk We were able to see that the competencies indicated by the respondents in this study as relevant are mentioned in the CSBS and outline the domain of on-the-job performance in the City Council of Palma de Mallorca and throughout the SPA local, autonomic, and state , specifically the competency of Goal and results oriented appears in article With respect to the comparison between the self-assessed level in the managers and the reference population , the results are systematic and convincing: the managers have a lower self-assessed level of competencies compared to the reference population of managers in all 20 competencies analysed, which leads us to confirm that the current selection and promotion systems in the SPA do not take into account specific demands for positions of responsibility inexistence of a specific profile , and in many cases the same indicators are taken into account as for lower-ranking positions.

Neither does the List of Jobs LOJ define specific, differentiated functions for each level of management; therefore it does not discriminate what people are supposed to do depending on the level of responsibility they find themselves in. This situation makes it impossible to fulfil the mandate of the CSBS as regards the compulsory evaluation of professional performance, as there is no model against which to compare the reality of each civil servant in terms of involvement, performance, attainment of goals, etc.

All of this enables us to point out the need to establish a training model linked to the competencies required for the positions of direction and management that will prepare for the functions that must be taken on.