Desarrollo del Pensamiento Administrativo

Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Teora Emprica
Ayuda Mutua
(lderes+Divisin del trabajo)
Comercio
Unidad de Mando
Mejoras sistema numrico, agricultura, transporte
Esparta
Desarrollo del Pensamiento
Derecho Civil. Persona Fsica y Persona Moral
Contrato de Mandato
Jerarquia y rango de mando
Autoridad
Acatamiento
Jerqua, Divisin de actividades y regiones
ANTECEDENTES
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Concepcin judaica.
Padres del libre cambio, trabajo duro, ortodoxia religiosa
tica protestante
Trabajo duro+moderacin en el gasto

Tecnologa (R.I)
Produccin en masa, explotacin masiva de mano de obra, sin
regulacin obrero-patronal por parte del estado.

Mercantilismo
el estado debe proceder como una empresa para fortalecer
su podero directamente, por medio del incremento del
tesoro pblico(2:28)

Liberalismo
Sistema que promueve las libertades individuales y el estado
de derecho.
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
ANTECEDENTES
Evolucin del Pensamiento Administrativo
En administracin, continuamente se generan teoras como modas, algunas de ellas
son adaptaciones de teoras clsicas a problemas nuevos. Cuando el administrador no
tiene una slida formacin las ve como panaceas. Las teoras son el motor que impulsa
el crecimiento de la ciencia y la tecnologa (2,36)
Orgenes
Enfoque
Recursos
Humanos
ANTECEDENTES
Evolucin del Pensamiento Administrativo
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Adam Smith:

Precursor produccin en lnea y especialistas

Mnima intervencin del estado

Nicols Maquiavelo

El n justica los medios

Ms vale ser temido que amado y no lo sucientemente

respetado

Divide y vencers
Robert Owen

Precursor de la legislacin social y del trabajo

Precursos de la organizacin sindical

Evolucin del Pensamiento Administrativo
Clsico
Neoclsico
Financiero
Industrial
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Clsico
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Evolucin del Pensamiento Administrativo
A. Cientca
F. Taylor (1911)
A. Burocrtica
M. Weber (1.923)
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
A. Industrial y General
H. Fayol (1916)
A. Humanas
E. Mayo (1923)
Evolucin del Pensamiento Administrativo - P. Clsico
A. Cientca
F. Taylor (1911)
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
A. Industrial
y General
H. Fayol (1916)
Evolucin del Pensamiento Administrativo - P. Clsico
Busca principios y conceptos slidos que se puedan aplicar en la
administracin de las personas y el trabajo de una manera productiva (4)
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Frederick W. Taylor

Padre de la administracin
cientca

Padre de la administracin
de personal

Aplicacin del mtodo

cientco

Principios de la direccin
de operaciones
!"#$%&$'()$*(+% &- ./-'$*(.%-"
0(-1/." 2 1.3(1(-%#."
4'.&5**(+% 5%(6.'1- 2 .78(9$#.'($
:-8-**(+% 2 *$/$*(#$*(+%
;%#-9'$*(+% &-8 .7'-'. $8 /'.*-".
:("#-1$ &- /$9." $ 8$ 1$%. &- .7'$
:("#-1$" &- *."#." &- /'.&5**(+%
<5#.'(&$& 8(%-$8 65%*(.%$8
=". &- 8$ $5#.'(&$& /.' ->*-/*(+%
A.
Cientca
Taylor
Tareas
Evolucin del Pensamiento Administrativo
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Henri Fayol

Modelo del proceso

administrativo (PA)

Areas funcionales

Habilidades de los
administradores
!"#$%&%'(
*"+,(%-,
.%'(
/%"#..%'(
011"2%(,
.%'(
01(3"14
!"#"$"%& ()* +,-.-/0
12+0,"(-( 3 ,)$40&$-."*"(-(
!"$5"4*"&-
6&"(-( () 7-&(0
6&"(-( () !",)55"%&
82.0,("&-5"%& ()* 9&+),)$ "&("#"(2-*
:0,,)5+- ,);2&),-5"%&
!)$ #$< 5)&+,-*"=-5"%&
>),-,?2@- 0 5-()&- () ;-&(0
A,()&
B?2"(-(
B$+-."*"(-( ()* 4),$0&-
9&"5"-C#-
6&"%& ()* 4),$0&-*
T.
Clsica
Fayol
Estructura
Evolucin del Pensamiento Administrativo
A. R. Humanas
E. Mayo (1923)
Evolucin del Pensamiento Administrativo - P. Clsico
Intenta mejorar la administracin a partir de comprender el perfil
psicolgico de las las personas (4)
Th. Conflicto Mary P. Follet
Hawtorn Studies. E Mayo
Th X y Th Y D. Mc Gregot
Jerarqua de Necesidades. A. Maslow
Nueva Th. de La Relaciones Humanas: Tom Peters, http://www.wobi.com/speakers/tom-peters-1
Th. Conflicto. Mary Parket Follet.
Predominio
Compromiso (acuerdos insanos)
Conflicto Constructivo
13
Efeccto Hawtorn. E. Mayo
Las personas se comportan diferente cuando reciben la atencin de sus
evaluadores
Debate Teorias X y Y Ejercicio Maslow
las personas...
Th X D. Mc Gregor
no gustan de trabajar
de tomar responsabilidades
no son ambiciosas
necesitan ser supervisadas de cerca
las personas...
Th Y D. Mc Gregor
aceptan responsabilidad
poseen capacidad para innovar
consideran el trabajoun ejercicio
natural
Jerarqua Necesidades
A. Maslow
Jerarqua de Necesidades y Motivacin
A. Maslow
Nuevos propuestas: Daniel Pink:
http://www.wobi.com/speakers/daniel-pink-1
Neoclsico
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Evolucin del Pensamiento Administrativo - P. Neoclsico
T. General de Sistemas
1940 Kast, Kahn
APO
P. Druker 1956
Planeacin Estratgica
K. Andrews1963
Enfoque Cuantitativo
Toma decisiones
1950 Herberth Simon
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Fuente 7
Una organizacin es un
sistema, en la cual la
modificacin de una de sus
partes afectar a las otras
automtica (7)
esta es la
razn por la
que el agua al
O y H
Evolucin del Pensamiento Administrativo - P. Neoclsico
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
Fuente 7
Perspectiva de la administracin que ofrece una base cientfica para la solucin de
problemas y la toma de decisiones (4)
Evolucin del Pensamiento Administrativo - P. Neoclsico
Evidence Base Management
GBE. Es el compromiso de tomar decisiones basadas en la
mejor informacin y los mejores datos, en vez de decidir en
funcin de lo que hacen los dems, o de lo que han venido
haciendo ellos mismos en sus compaas.

Su aplicacin es incipiente
Poy los gerenLes y
admlnlsLradores
uullzamos prcucas y
meLodos cuya
efecuvldad no esL
comprobada"
uCP
hup://www.youLube.com/
waLch?v=dh-A2bvzo?C
hup://www.youLube.com/waLch?v=dh-A2bvzo?C
APO
P. Druker 1956
Planeacin Estratgica
K. Andrews1963
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Evolucin del Pensamiento Administrativo - P. Neoclsico
21
pLANEACIN estratgica
Fuente. SERNA, 2008
Industrial
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Evolucin del Pensamiento Administrativo - P. Industrial
Calidad Total
Denim - Ishiwaka -Jurn
1945-1960-1980
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Management
Renovado
Omar Aktouf
1990
Cultura
Organizacional
1980
Mantenimiento
Producto Total TPM
1990
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA
Cultura
Organizacional
1980
Desarrollo Organizacional
DO tiene como objetivo redisear el comportamiento grupal de la
empresa con la revisin de valores: creencias, normas, hbitos, vision
colectiva (mentalidad), costumbres y formas de trabajar para alcanzar o
recuperar la competitividad de la empresa [2]
23
Aprendizaje Organizacional
Cmo describe P. Senge una Organizacin que aprende/empresa
inteligente?
Cules son los 5 elementos (disciplinas) requeridos para las empresas que
aprenden?
Cul es el rol del lder en una organizacin que aprende?
Caso Aerolnea
Ms sobre DO + AO
Thinkers for the 21st century? || Peter Senge
https://sites.google.com/site/angediazgomez/home/di1
Introduccin:
http://www.youtube.com/watch?v=P7_BaZ7Kyic
5 habilidades

Autoconciencia

Control Emocional

Automotivacin

Empata

Habilidades Sociales
Inteligencia Emocional Daniel Goleman
Habilidad para reconocer y regular las emociones en
nosotros mismos y en los dems
Ms sobre IE
http://www.wobi.com/es/wbftv/daniel-goleman-inteligencia-emocional-
cmo-dominar-los-dos-jefes-del-cerebro
http://www.wobi.com/es/wbftv/el-arte-de-liderar-las-emociones-2
https://sites.google.com/site/angediazgomez/home/di1
Reingeniera
1993
Outsourcing
1990
Organizacin
Virtual SXXI
Benchmark
1990
Evolucin del Pensamiento Administrativo - P. Financiero
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA CAPITALISTA
28
GE lo hizo y es exitosa; hagmoslo. Es un razonamiento
psimo
Siempre digo que Southwest Airlines es, sin duda, la ae-
rolnea ms exitosa en la historia de los Estados Unidos, y
que Herb Kelleher ha sido un extraordinario presidente
ejecutivo.
Kelleher bebe mucho bourbon Wild Turkey, habla siempre de
lo que le gusta esa bebida y dice que el hombre que la
invent es uno de sus dioses. Si el jefe ejecutivo de su
compaa bebiera mucho bourbon, su empresa sera tan
exitosa como Southwest?
Cuidado con el Benchmark Superficial...
Pfeffer J
Este paradigma involucra temas como la
reingeniera, el Outsourcing, el Benchmarking y las
nuevas tendencias sobre el teletrabajo. Presenta
nfasis en temas como la globalizacin, la reduccin
de costos, la competitividad y estimula la
generacin de valor agregado de carcter individual.
Estimula la incorporacin de nuevas tecnologas de
la informacin y se orienta mas hacia los procesos
que hacia las tareas, buscando un trabajador
polivalente y reemplazando aquel trabajador super-
macro-especializado.
Asia Menor
Judos
Grecia
(Filosofa)
Romanos
Iglesia Catlica
Milicia
Revolucin
Industrial
1750
Enfoque
Tecnologa
De la
Infomacin
Enfoque
Clsico
Enfoque
Conductista
Enfoque
Cuantitativo
Enfoque
Sistmico
Enfoque
Contin-
gencial
1914
La tecnologa de la informacin influencia la
forma de administrar el trabajo y las
personas, entre otras, de las siguientes
formas

Aumenta la frecuencia de comunicacin

Cambio en los esfuerzos de marketing y

ventas

Uso de redes sociales

Organizaciones ms democrticas
http://www.wobi.com/es/wbftv/seth-godin-vaca-prpura-el-imperativo-de-la-diferenciacin
Evolucin del Pensamiento Administrativo
La Organizacin Virtual SXXI tiene como pre-requisito el enfoque TICs
Social
Networks
hup://www.Led.com/Lalks/lang/en/
charlle_Lodd_Lhe_shared_experlence_of_absurdlL
y.hLml
hup://www.youLube.com/waLch?v=8PLvPg1Cd0
2012 Trend Report.
Experience
Sharing
Social
Business
hup://www.youLube.com/waLch?v=[wvx6_Auq4u
Evolucin del Pensamiento Administrativo
Ejemplos Modelos de Negocio. Enfoque Tecnologas de Informacin
32
teoras de la administracin
En Resumen......
Fuente 3
No existe
una mejor
forma de
administrar
el trabajo o
las personas
(7)
Evolucin del Pensamiento Administrativo
Enfoque Contingencial
33
EBM
Teora del Desarrollo Sustentable
Innovacin Abierta
Lectura Guiada,
El Futuro de la gerencia por Gary Hammel.
el futuro de la administracin
36
El futuro de la Gerencia x Gary Hammel
37
Innovacin Abierta
http://www.wobi.com/wbftv/henry-chesbrough-5-paths-open-innovation
38
Starbucks Global Responsibility Report Goals and Progress 2011
1
Year in Review: Fiscal 2011
From our beginning as a single store in Seattles Pike Place Market in 1971, we have sought to be a catalyst for positive
change in the many communities we serve. Now, with more than 17,000 stores in more than 55 countries and a growing
business in consumer packaged goods, we nd our reach is greater than ever. Just as important, we continue to believe
that the ultimate way to scale the power of our brand is to share the good we do and how we do it so that Starbucks and
everyone we touch from customers to coffee farmers can thrive and endure.
Throughout our more than 40-year journey, Starbucks has sought to nd
innovative and relevant solutions to the challenges we face as a company
while respecting and bringing value to the communities we serve. Today
we continue to strengthen and grow our business. Not only does our family
of brands connect with people who visit our stores approximately 60 million
times each week, but also with customers in the grocery aisle, at home, and
in the digital world.
In 2011, Starbucks and our stakeholders continued to face pervasive global
economic uncertainty and high global unemployment. As always, we seek
to lead where we can inviting other organizations to join us in efforts that
can change entire industries, as well as neighborhoods. Time and time
again, we have formed relationships with like-minded organizations to help
us magnify the moments of connection that remain at the foundation of our
business.
More than ten years ago, we turned to Conservation International to
help us build our ethical sourcing program. Now C.A.F.E. Practices is in
its eighth year, and we are sourcing nearly 86 percent of our coffee in
a way that promotes continuous improvement in quality, productivity,
environmental impact and transparency.
As part of our ongoing commitment to environmental stewardship, we
have been a retail industry leader in green building, joining the USGBC
in the year 2001 and working to create LEED

for retail. In 2011 we began

to roll out this new global approach across our portfolio and built 75
percent of our new company-owned stores to the LEED standard. No other
company has taken LEED to scale like we are, but we hope that we can
blaze a trail.


Also in 2011, in celebration of our companys 40th anniversary, we actively
worked with community changemakers, local leaders and organizations
already making strides to improve opportunities and education. We will
further explore this model in 2012 with two community stores in New York
and Los Angeles.
While we know we are not perfect, and that the problems we seek to help
solve are complex, we are commited to integrating our values into our
company strategy, business practices and operations. Our ever-evolving
business brings new challenges and opportunities, and we will continue
to broaden the scope of our goals and reporting to include more global
operations across the brands.
We invite you to learn more about our 2011 goals and progress.
Regards,

Vivek Varma
executive vice president, Public Affairs
Ben Packard
vice president, Global Responsibility
Starbucks Global Responsibility Report Goals and Progress 2011
3
Environmental Stewardship
When it comes to environmental sustainability, our experience has proven the power of
collaboration. By working with non-governmental organizations, policymakers, competitors
and others, we can tackle common challenges. Together we are advancing a number of
meaningful initiatives and taking bold actions that we believe are having a signicant
impact on the entire foodservice industry.
At the store level, weve been working with the U.S. Green Building Council (USGBC) for more than a decade to
create scalable green building solutions for the retail sector. After years of assessment pilots and tests, we are
now executing on this new strategy and built 75 percent of all new company-owned stores to be certied under
the LEED

green building standard starting in December 2010. Our innovative energy and water conservation
strategies in stores continue to be key priorities, with potential to signicantly reduce our environmental footprint.
Starbucks purchased 50 percent renewable energy (in the form of renewable energy certicates or RECs) to power
its global company-owned stores, and is well on its way to achieving its goal of 100% renewable energy by 2015.
Recycling is also a priority for us and for our customers. In 2011 we reached a breakthrough in the journey to make
our paper and plastic cups broadly recyclable. Working with others in our industry, we have proven that our used
cups can be accepted in a variety of recycling systems and we can now start to bring our solutions to scale. We are
working with the Paper Recovery Alliance to help move forward across the retail sector. We continue to expand our
front-of-house recycling with programs in 18 markets, helping us toward our goal to provide all of our customers
access to cup recycling by 2015.
All companies operate within larger systems. Starbucks understands that by joining with others in their materials
value chain, even competitors, they can nd recycling solutions that can make a much greater impact than they
can possibly achieve alone. Peter Senge, director of the Center for Organizational Learning at the MIT Sloan
School of Management
Beyond our stores, we are working with Conservation International to expand our efforts to protect carbon-
absorbing tropical forests in coffee-growing regions in Chiapas, Mexico, and Aceh and North Sumatra, Indonesia.
Starbucks is concerned about climate change and the long-term impact it will have on coffee supplies and on the
health of the communities where we do business. Reducing the environmental impact of our business operations
will help to safeguard the availability of high-quality coffee beans that meet our exacting standards and to help
preserve the planet for future generations. As a founding member of the Business for Innovative Climate and Energy
Policy (BICEP) coalition in the United States, we are working with other companies to advocate for stronger
clean energy and climate policies.
Starbucks Global Responsibility Report Goals and Progress 2011
4
Community
Starbucks is committed to helping communities thrive in the neighborhoods, cities and
countries where we operate. While we have historically had a strong connection to the
communities we serve, we believe we have a responsibility to do even more with the
assets of the company. In a sense using our scale for positive change.
In the past year, we have experimented and innovated to bring together our partners (employees), customers, civic
leaders and nonprot organizations in their local communities with unique contributions. One way we do this is by
inviting customers to join us in community service projects. In 2011 these projects generated more than 442,000
hours of service with 1,400 projects completed in Aprils Global Month of Service alone.
We also believe in empowering young people to be catalysts for change in their local communities. Through
our Youth Action Grants , we invest in young people to inspire them to create new and innovative solutions for
community issues while gaining valuable leadership skills. In 2011 more than 50,000 young people contributed
to their neighborhoods.
As our company has grown to reach more diverse neighborhoods and communities around the world, the issue of
diversity has only become more important in every facet of our business. To amplify community and diversity efforts,
we collaborate with nonprot organizations, businesses, civic leaders and individuals who share our values.
We are also exploring new ways to reach underserved communities through an innovative business model and
partnerships. In scal 2012 we will launch two community stores as part of this new approach; each transaction
will generate a contribution beneting New Yorks Harlem community through the Abyssinian Development
Corporation, and the Los Angeles Urban League in the Crenshaw neighborhood. We will leverage our retail
and online presence to increase awareness and galvanize support in these neighborhoods for the nonprot
partners and their critical work.
At a time when there is a tremendous rollback in public and private resources, Starbucks is investing to create job
opportunities and to strengthen community based organizations like Abyssinian Development Corporation. Their
commitment remains to improve the quality of life for the communities they serve. Sheena Wright , President
and CEO Abyssinian Development Corporation
Going forward, as the global economy faces these challenging times, we know that our commitment to being a
good neighbor has never been more important. We will work to revitalize communities and fuel the human spirit
through community economic development and other local efforts.
We invite you to learn more about the programs we support, and our recent milestones.
Starbucks Global Responsibility Report Goals and Progress 2011
5
Ethical Sourcing
We have taken a holistic approach to ethically sourcing the highest quality coffee. This
includes responsible purchasing practices, farmer loans and forest conservation programs.
When we buy coffee this way, it helps foster a better future for farmers and a more stable
climate for the planet. It also helps create a long-term supply of the high-quality beans weve
been carefully blending, roasting and packing fresh for more than 40 years.
Our approach is grounded in Coffee and Farmer Equity (C.A.F.E.) Practices, our comprehensive set of more than 200
social, economic and environmental indicators with quality as a prerequisite. Farms and mills are evaluated by third-
party verication organizations that are overseen by Scientic Certication Systems. In 2011 86 percent of our coffee
was C.A.F.E. Practices veried.
The implementation of C.A.F.E. Practices, which we developed in collaboration with Conservation International (CI)
nearly a decade ago, has created signicant social, environmental and economic impacts for more than one million
workers employed by participating farms.
Over the course of our longstanding partnership, we have seen Starbucks raise the bar for the entire industry
by expanding their innovative work with coffee-growing communities. These cutting-edge efforts have enabled
Starbucks to help improve farmer livelihoods while protecting some of the worlds richest and most valuable
ecosystems. Starbucks leadership in environmental and social stewardship is a great example of a company
using its size for good. - Peter Seligmann, Co-Founder, Chairman and CEO of Conservation International
In 2008 Starbucks and CI began to conduct impact assessments of C.A.F.E. Practices on coffee farmers and
communities. We asked CI to answer a fundamental question: are our buying practices having the intended
outcomes? CIs 2010 report of more than 100,000 coffee farms (of which 98 percent were smallholder farms
of less than 12 hectares) showed that more than 102,000 hectares were considered conservation land and
have not been turned into coffee-growing landscapes. The assessment also found that 100 percent of school-
age children on smallholder farms were able to attend school.
Weve learned a great deal on this journey, and were applying the knowledge gained through our work with coffee
farmers to our sourcing approach for other product ingredients. Our Tazo tea brand is a member of the Ethical
Tea Partnership, working with other buyers to improve conditions for workers on tea estates. Through the CHAI
(Community Health and Advancement Initiative) project, a joint partnership with Mercy Corps, we support tea-
growing communities with health services and economic development.
Caso Starbucks
Informe Completo
http://globalassets.starbucks.com/assets/19c68ea6c48a473d865c7327c08d817f.pdf
BSC http://globalassets.starbucks.com/assets/c007fb25782442ac8283b154364c1016.pdf
Desarrollo Sustentable
Segn la ONU desarrollo sustentable se define como aquel que
satisface las necesidades del presente sin comprometer la
capacidad de las generaciones futuras para satisfacer sus
propias necesidades sus compaas. (Dllo en 3 dimensiones
39
Leer ms.
http://www2.open.ac.uk/openlearn/business_thinkers_static/
index.html
40
!
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CRDITOS FOTOGRFICOS, La Mquina de Fotos http://www.flickr.com/photos/lamaquinadefotos/sets/