Contenido

Es muy importante no confundir las estrategias, con los objetivos estratégicos.

Las estrategias son los planteamientos que nos servirán para cumplir la misión. Los objetivos estratégicos son los pasos a lograr para cumplir la estrategia y siempre son de largo plazo.

La planificación debe contener los objetivos, qué es lo que se plantea y hacia dónde se quiere llegar. Implica cuestionarse cómo es que logrará hacer sus objetivos y aplicarlos de una forma correcta, ser autocríticos y estar abiertos a la creatividad y tener las ganas de aplicar nuevas ideas. Saber con qué recursos se cuenta y cuáles hacen falta y ante todo estar dispuesto al cambio, saber quiénes integrarán el proceso y qué rol se les asignará dentro del mismo. Conocer la misión y visión de la misma.

Analizar a la competencia mediante un FODA para una plantación más exitosa, fijar estrategias adecuadas a la empresa, tomar decisiones relevantes para lograr transformaciones más concretas y darle seguimiento para en caso de ser necesario realizar las correcciones pertinentes de la relación entre el ser humano.

Concept

Strategic planning is, as its name indicates, the conjunction of two terms, planning and strategy.

When these terms come together, the concept of strategic planning refers mainly to the ability to observe and anticipate challenges and opportunities that are generated by the external conditions of an initiative, project or organization and its internal or own reality. As both sources of change are dynamic, this process consequently is dynamic.

• - Continuous, flexible, comprehensive process.

• - Responsibility of the board.

• - Participatory.

• - Strategic thinking-numbers.

• - Environment-organization, project, initiative.

• - Strategic administration.

• - Vital, led and shared.

• - Organizational learning.

La planeación es un proceso participativo, que no va a resolver todas las incertidumbres, pero que permitirá trazar una línea de propósitos para actuar en consecuencia.

La convicción en torno a que el futuro deseado es posible, permite la construcción de una comunidad de intereses entre todos los involucrados en el proceso de cambio, lo que resulta ser un requisito básico para alcanzar las metas propuestas.

El proceso de planeación debe comprometer a la mayoría de los miembros de una organización, ya que su legitimidad y el grado de adhesión que consiste en el conjunto de los actores dependerá en gran medida del nivel de participación con que se implemente.

The planning process

The planning process, as one of the functions of the management cycle, its importance, and its transition from strategic planning, annual planning to budget expression.

Below are some of the definitions that some authors give about these three types of plans (strategic plan-annual plan-budgets), as well as the necessary link that must exist between them.

Planning is considered the first function of the administrative cycle, it is closely linked to the other functions—organization, direction and control—on which it influences and from which it receives feedback at all times and at the different levels of the organization.

This function determines in advance what objectives must be met and what must be done to achieve them; Therefore, it is a theoretical model to project oneself into the future, it begins by establishing the objectives and detailing the necessary plans to achieve them in the best possible way, in addition, it determines where one intends to go, what must be done, how, when and in what order.

Currently, most organizations worldwide recognize the importance of planning for their long-term growth and well-being.

For this reason, the development of strategic plans is considered a high-level activity, in the sense that top management must actively participate, since it has the vision and has the information and knowledge necessary to propose them. This procedure facilitates increased efficiency and eliminates improvisation to a certain extent.

There are many authors who, due to the importance of the topic, have conceptualized the planning process, thus, we have:

• - Smith (2006) warns that the term strategic planning is typically considered a formal, lengthy, complex and expensive process that is carried out by the executives of an organization or by an elite group of planners; that biases its potential as an interactive and participatory process.

• - Steiner (1983) defines it as “the process of identifying and establishing the objectives and goals of an organization.”

• - Serna (1994) states that it is a process through which an organization defines its long-term vision and the strategies to achieve them based on the analysis of strengths, weaknesses, opportunities and threats.

• - Contreras (2000) defines it to a greater extent with a process approach as the determination of the vision, mission, objectives, policies and strategies of the organization.

• - According to García, F. (1994), strategy is a set of coherent, unified and integrated decisions, generally included in a formal plan, which: determines and reveals the purpose of the organization in terms of long and short-term objectives, action programs and priorities in the allocation of resources, recognizes the business segments where the organization is currently operating and identifies new segments where it should operate in the future, attempts to achieve, in relation to its competitors, a long-term sustainable competitive advantage in each of its businesses, aims to respond to the threats and opportunities posed by the environment, and the internal strengths and weaknesses of the organization.

In summary, strategic planning is defined as the process through which an organization establishes mission, vision, objectives and strategies, based on the analysis of the environment, with the participation of personnel at all levels of said organization. The strategies will be based on the use of the resources and capabilities of the organization according to the strengths, weaknesses, opportunities and threats detected. It is a long-term plan, with a focus on the future.

Guide the company towards economic opportunities that are attractive to it (and to society), that is, adapted to its resources and know-how, and that offer attractive potential for growth and profitability. To do this, you must specify the company's mission, define its objectives, develop its development strategies and ensure that it maintains a rational structure in its product/market portfolio.

Strategic planning can be defined as what some call the art and science of formulating, implementing, directing and evaluating cross-functional decisions that allow the organization to carry out its objectives.

Planning is the process through which the external and internal situation of the company is analyzed, establishing general objectives and formulating the strategies to follow to achieve the objectives that have been set. It must be thought of and carried out by the senior managers of the companies who are the ones who know and have a more general level of the company. It covers the entire company, therefore, all staff must be committed for planning to be a success. Planning is projected into deadlines during which it must be observed to, if necessary, make the pertinent corrections during the process, regardless of the stage in which it is located. The corrections will give more certainty of being able to achieve strategic planning.

Strategic planning is the provision and construction of future scenarios, and the determination of the results to be achieved, analyzing the environment to minimize risks in order to optimize resources and define the strategies that are required to achieve the purpose of the organization with a greater probability of success.[3]​.

Other conceptualizations, namely:

Ander-Egg.

Hax and Majluf.

They define it as "the process by which the leading members of an organization foresee its future and develop the procedures and operations necessary to achieve it."[5]​

Briefly, three methodological models could be pointed out (that is, strategic decisions) that reflect conceptions, and that have a different impact on the urban and social planning of city management:[6]​.

• - Situational Strategic Planning (PES).

• - Participatory Planning and Associated Management - Participatory and Strategic Intersectoral Planning (PPGA).

• - Strategic Planning (PE).

Strategic Situational Planning (PES).

Participatory Planning and Associated Management (PPGA).

Strategic Planning (PE).

Purposes and objectives are often summarized in a mission statement or vision statement. A “vision statement” describes in graphic terms where we want to be in the future. Describe how the organization or team sees events unfolding in 15 or 20 years, if everything works exactly as expected.

A "mission statement" is similar, except that it is more immediate. It details what type of programs and initiatives the organization will promote to get closer to the vision it has defined. Ford's short but powerful slogan: "Quality is Job #1" is a mission statement. However, most mission statements are more detailed, often describing what will be done, by whom, for whom, for what, and why. For example: "Our mission is to meet or exceed the requirements of business computer users by providing service to our customers that exceeds anything available in the XXX geographic area, providing our employees with a stimulating environment in which to grow, as well as providing our shareholders with a profit that is above the industry average."

The vision statement tends to be more graphic and abstract than mission statements (which tend to be more concrete and forward-looking). A vision statement "paints a picture" of ideal realizations in the future. While a mission statement provides immediate guidance, a vision statement inspires. An athlete might have a vision of getting on the podium when they win a gold medal. Your vision statement would describe this scene.

An effective vision statement should:.

• - Be clear and away from ambiguity.

• - Draw a scene.

• - Describe the future.

• - Be easy to remember and with which one can commit.

• - Include aspirations that are realistic.

• - Be aligned with the values ​​and culture of the organization.

• - Be oriented to the needs of the client (if it is for a business organization).

To be truly effective, a vision statement must be assimilated into the culture of the organization and it is the leader's responsibility to communicate the vision regularly, create situations that illustrate the vision, act as a role model fleshing out the mission, create short-term objectives that are oriented toward the vision.

It is planning something with a strategy process.

Strategic plans are usually implemented through the contributions of strategy consultancies.

In this sense, there are two categories of providers of these services:

1- Independent professionals: They are usually graduates of careers linked to Administration or Psychology of Organizations, who assist companies in their development.

The main benefit is the agility to develop it and the main problem is the lack of structure of these professionals to face the complex needs of a process of this type. For this reason, this alternative is usually taken by smaller companies.

2- Consulting firms: These are organizations specialized in the subject, and among their tasks is the design and implementation of these plans.

The main benefit is to take advantage of the experience and proven work models, as well as to guarantee continuity thanks to having a structure, and the main problem is that the majority is not directly involved in the corollary of the results but in the design of these plans only (not all firms act like this, but the majority do). This alternative is usually taken by medium-sized and large-sized organizations and companies.

In the century the power is held by information. It is incredible that the great access there is to information brings so many possibilities to individuals and organizations. We see how new business empires are created in a few years, but also how others fall and collapse the economy. Excess information is a double-edged sword and the benefits come only to those who stop to think and plan strategically. Strategic planning is a tool that every executive and even every citizen of today should have.

Strategic planning is a fundamental process within administration, with roots dating back to ancient times. Civilizations such as the Egyptian, with the construction of temples and pyramids, and the Chinese, with the construction of the Great Wall, applied organizational and strategic principles to manage resources and achieve long-term objectives. Institutions such as the Catholic Church have also historically turned to structured planning to sustain their global expansion. However, its modern development was consolidated with the Industrial Revolution, when growing competition for raw materials and markets encouraged the formulation of business strategies to control and optimize commercial activity.

During the 20th century, strategic planning evolved from a financial approach based on projections to more complex and systematic models. In its beginnings, scientific management, with contributions from Frank and Lillian Gilbreth and Henry Gantt, influenced time and cost management, laying the foundation for the structured analysis of business strategy. With the industrial boom of the middle of the last century, strategic planning was consolidated as a key discipline, especially in the 1960s, when economic growth and the need to structure business policies promoted its study and application in the corporate sphere. Its evolution was also influenced by strategy formulation models derived from World War II, where foresight and efficient resource management were essential for victory.

Key authors shaped strategic planning as we know it today. Peter Drucker introduced fundamental concepts such as "management by objectives" and "intellectual capital", highlighting the importance of aligning individual objectives with organizational objectives. Alfred Chandler stressed the need to link structure and strategy within companies, arguing that strategy should dictate organizational configuration. Philip Selznick emphasized the integration of internal and external factors, establishing the basis of the SWOT matrix, while Igor Ansoff developed essential tools such as the product-market matrix and gap analysis, allowing companies to evaluate opportunities and define strategic directions.

The neoclassical theory of administration, with exponents such as Drucker and Koontz, consolidated the relationship between strategic planning and corporate objectives. In later years, authors such as Sallenave (1997) expanded the analysis by identifying key strategic variables. Different contemporary approaches have defined strategic planning as a process of forecasting the future (Fuentes and Luna, 2011), formulating competitive advantages (Suárez and Altahona, 2009) and effective adaptation to changing environments (Scott, 2008). Likewise, recent studies highlight the relevance of the subject who makes strategic decisions (Serna, 2008), the importance of the formalization of the decision-making process (Bryson, 2000) and its impact on global competitiveness.

In the 1970s, strategic planning was strengthened with the incorporation of advanced forecasting tools, studies such as PIMS (Profit Impact of Market Strategy) analysis and models such as the product life cycle. These advances contributed to consolidating strategic planning as an essential discipline for business management, allowing organizations to improve their performance in dynamic and highly competitive markets. Subsequently, with globalization and technological advancement, strategic planning has become even more crucial, integrating methodologies such as systemic thinking, business intelligence and big data analysis to improve decision making and the formulation of long-term strategies.[7][8]​.

3. WILSON, I. “Strategic Planning isn’t Dead It Changed.” Long Range Planning, August 1994, p. 20.

• - Barzelay, M. (1991). The IPIA Case. Seville. Edit Junta of Andalusia.

• - Friedman, J. (2007). Planning. Edit Ministry of Public Administrations (MAP).

• - Steiner, G. (1998). Strategic planning, what every director should know. CECSA Editorial.

• - Romero, Claudia. "Making a School a good school. Evaluation and improvement of school management." Aique Education. Bs. As, 2008.- Chapter 4.

(in English).

• - American Society of Training and Development. (1990, October). "Quick response beats long-term planning." Training and Development Journal, 44(10), 9-10.

• - Carter, P. (1998). «Cultural Change. “A Framework for Getting Started.” Community College Journal of Research and Practice, 22(4), 435-449. (EJ 578,000).

• - Covey, S. R. (1990). Principle-centered leadership. New York: Simon & Schuster.

• - Frank, D., & Rocks, W. (1996). «Exploiting instability: A model for managing organizational change.» In: The Olympics of Leadership: Overcoming Obstacles, Balancing Skills, Taking Risks. Proceedings of the Annual International Conference of the National Community College Chair Academy. (ED 394 564).

Contenido

Es muy importante no confundir las estrategias, con los objetivos estratégicos.

Las estrategias son los planteamientos que nos servirán para cumplir la misión. Los objetivos estratégicos son los pasos a lograr para cumplir la estrategia y siempre son de largo plazo.

La planificación debe contener los objetivos, qué es lo que se plantea y hacia dónde se quiere llegar. Implica cuestionarse cómo es que logrará hacer sus objetivos y aplicarlos de una forma correcta, ser autocríticos y estar abiertos a la creatividad y tener las ganas de aplicar nuevas ideas. Saber con qué recursos se cuenta y cuáles hacen falta y ante todo estar dispuesto al cambio, saber quiénes integrarán el proceso y qué rol se les asignará dentro del mismo. Conocer la misión y visión de la misma.

Analizar a la competencia mediante un FODA para una plantación más exitosa, fijar estrategias adecuadas a la empresa, tomar decisiones relevantes para lograr transformaciones más concretas y darle seguimiento para en caso de ser necesario realizar las correcciones pertinentes de la relación entre el ser humano.

Concept

Strategic planning is, as its name indicates, the conjunction of two terms, planning and strategy.

When these terms come together, the concept of strategic planning refers mainly to the ability to observe and anticipate challenges and opportunities that are generated by the external conditions of an initiative, project or organization and its internal or own reality. As both sources of change are dynamic, this process consequently is dynamic.

• - Continuous, flexible, comprehensive process.

• - Responsibility of the board.

• - Participatory.

• - Strategic thinking-numbers.

• - Environment-organization, project, initiative.

• - Strategic administration.

• - Vital, led and shared.

• - Organizational learning.

La planeación es un proceso participativo, que no va a resolver todas las incertidumbres, pero que permitirá trazar una línea de propósitos para actuar en consecuencia.

La convicción en torno a que el futuro deseado es posible, permite la construcción de una comunidad de intereses entre todos los involucrados en el proceso de cambio, lo que resulta ser un requisito básico para alcanzar las metas propuestas.

El proceso de planeación debe comprometer a la mayoría de los miembros de una organización, ya que su legitimidad y el grado de adhesión que consiste en el conjunto de los actores dependerá en gran medida del nivel de participación con que se implemente.

The planning process

The planning process, as one of the functions of the management cycle, its importance, and its transition from strategic planning, annual planning to budget expression.

Below are some of the definitions that some authors give about these three types of plans (strategic plan-annual plan-budgets), as well as the necessary link that must exist between them.

Planning is considered the first function of the administrative cycle, it is closely linked to the other functions—organization, direction and control—on which it influences and from which it receives feedback at all times and at the different levels of the organization.

This function determines in advance what objectives must be met and what must be done to achieve them; Therefore, it is a theoretical model to project oneself into the future, it begins by establishing the objectives and detailing the necessary plans to achieve them in the best possible way, in addition, it determines where one intends to go, what must be done, how, when and in what order.

Currently, most organizations worldwide recognize the importance of planning for their long-term growth and well-being.

For this reason, the development of strategic plans is considered a high-level activity, in the sense that top management must actively participate, since it has the vision and has the information and knowledge necessary to propose them. This procedure facilitates increased efficiency and eliminates improvisation to a certain extent.

There are many authors who, due to the importance of the topic, have conceptualized the planning process, thus, we have:

• - Smith (2006) warns that the term strategic planning is typically considered a formal, lengthy, complex and expensive process that is carried out by the executives of an organization or by an elite group of planners; that biases its potential as an interactive and participatory process.

• - Steiner (1983) defines it as “the process of identifying and establishing the objectives and goals of an organization.”

• - Serna (1994) states that it is a process through which an organization defines its long-term vision and the strategies to achieve them based on the analysis of strengths, weaknesses, opportunities and threats.

• - Contreras (2000) defines it to a greater extent with a process approach as the determination of the vision, mission, objectives, policies and strategies of the organization.

• - According to García, F. (1994), strategy is a set of coherent, unified and integrated decisions, generally included in a formal plan, which: determines and reveals the purpose of the organization in terms of long and short-term objectives, action programs and priorities in the allocation of resources, recognizes the business segments where the organization is currently operating and identifies new segments where it should operate in the future, attempts to achieve, in relation to its competitors, a long-term sustainable competitive advantage in each of its businesses, aims to respond to the threats and opportunities posed by the environment, and the internal strengths and weaknesses of the organization.

In summary, strategic planning is defined as the process through which an organization establishes mission, vision, objectives and strategies, based on the analysis of the environment, with the participation of personnel at all levels of said organization. The strategies will be based on the use of the resources and capabilities of the organization according to the strengths, weaknesses, opportunities and threats detected. It is a long-term plan, with a focus on the future.

Guide the company towards economic opportunities that are attractive to it (and to society), that is, adapted to its resources and know-how, and that offer attractive potential for growth and profitability. To do this, you must specify the company's mission, define its objectives, develop its development strategies and ensure that it maintains a rational structure in its product/market portfolio.

Strategic planning can be defined as what some call the art and science of formulating, implementing, directing and evaluating cross-functional decisions that allow the organization to carry out its objectives.

Planning is the process through which the external and internal situation of the company is analyzed, establishing general objectives and formulating the strategies to follow to achieve the objectives that have been set. It must be thought of and carried out by the senior managers of the companies who are the ones who know and have a more general level of the company. It covers the entire company, therefore, all staff must be committed for planning to be a success. Planning is projected into deadlines during which it must be observed to, if necessary, make the pertinent corrections during the process, regardless of the stage in which it is located. The corrections will give more certainty of being able to achieve strategic planning.

Strategic planning is the provision and construction of future scenarios, and the determination of the results to be achieved, analyzing the environment to minimize risks in order to optimize resources and define the strategies that are required to achieve the purpose of the organization with a greater probability of success.[3]​.

Other conceptualizations, namely:

Ander-Egg.

Hax and Majluf.

They define it as "the process by which the leading members of an organization foresee its future and develop the procedures and operations necessary to achieve it."[5]​

Briefly, three methodological models could be pointed out (that is, strategic decisions) that reflect conceptions, and that have a different impact on the urban and social planning of city management:[6]​.

• - Situational Strategic Planning (PES).

• - Participatory Planning and Associated Management - Participatory and Strategic Intersectoral Planning (PPGA).

• - Strategic Planning (PE).

Strategic Situational Planning (PES).

Participatory Planning and Associated Management (PPGA).

Strategic Planning (PE).

Purposes and objectives are often summarized in a mission statement or vision statement. A “vision statement” describes in graphic terms where we want to be in the future. Describe how the organization or team sees events unfolding in 15 or 20 years, if everything works exactly as expected.

A "mission statement" is similar, except that it is more immediate. It details what type of programs and initiatives the organization will promote to get closer to the vision it has defined. Ford's short but powerful slogan: "Quality is Job #1" is a mission statement. However, most mission statements are more detailed, often describing what will be done, by whom, for whom, for what, and why. For example: "Our mission is to meet or exceed the requirements of business computer users by providing service to our customers that exceeds anything available in the XXX geographic area, providing our employees with a stimulating environment in which to grow, as well as providing our shareholders with a profit that is above the industry average."

The vision statement tends to be more graphic and abstract than mission statements (which tend to be more concrete and forward-looking). A vision statement "paints a picture" of ideal realizations in the future. While a mission statement provides immediate guidance, a vision statement inspires. An athlete might have a vision of getting on the podium when they win a gold medal. Your vision statement would describe this scene.

An effective vision statement should:.

• - Be clear and away from ambiguity.

• - Draw a scene.

• - Describe the future.

• - Be easy to remember and with which one can commit.

• - Include aspirations that are realistic.

• - Be aligned with the values ​​and culture of the organization.

• - Be oriented to the needs of the client (if it is for a business organization).

To be truly effective, a vision statement must be assimilated into the culture of the organization and it is the leader's responsibility to communicate the vision regularly, create situations that illustrate the vision, act as a role model fleshing out the mission, create short-term objectives that are oriented toward the vision.

It is planning something with a strategy process.

Strategic plans are usually implemented through the contributions of strategy consultancies.

In this sense, there are two categories of providers of these services:

1- Independent professionals: They are usually graduates of careers linked to Administration or Psychology of Organizations, who assist companies in their development.

The main benefit is the agility to develop it and the main problem is the lack of structure of these professionals to face the complex needs of a process of this type. For this reason, this alternative is usually taken by smaller companies.

2- Consulting firms: These are organizations specialized in the subject, and among their tasks is the design and implementation of these plans.

The main benefit is to take advantage of the experience and proven work models, as well as to guarantee continuity thanks to having a structure, and the main problem is that the majority is not directly involved in the corollary of the results but in the design of these plans only (not all firms act like this, but the majority do). This alternative is usually taken by medium-sized and large-sized organizations and companies.

In the century the power is held by information. It is incredible that the great access there is to information brings so many possibilities to individuals and organizations. We see how new business empires are created in a few years, but also how others fall and collapse the economy. Excess information is a double-edged sword and the benefits come only to those who stop to think and plan strategically. Strategic planning is a tool that every executive and even every citizen of today should have.

Strategic planning is a fundamental process within administration, with roots dating back to ancient times. Civilizations such as the Egyptian, with the construction of temples and pyramids, and the Chinese, with the construction of the Great Wall, applied organizational and strategic principles to manage resources and achieve long-term objectives. Institutions such as the Catholic Church have also historically turned to structured planning to sustain their global expansion. However, its modern development was consolidated with the Industrial Revolution, when growing competition for raw materials and markets encouraged the formulation of business strategies to control and optimize commercial activity.

During the 20th century, strategic planning evolved from a financial approach based on projections to more complex and systematic models. In its beginnings, scientific management, with contributions from Frank and Lillian Gilbreth and Henry Gantt, influenced time and cost management, laying the foundation for the structured analysis of business strategy. With the industrial boom of the middle of the last century, strategic planning was consolidated as a key discipline, especially in the 1960s, when economic growth and the need to structure business policies promoted its study and application in the corporate sphere. Its evolution was also influenced by strategy formulation models derived from World War II, where foresight and efficient resource management were essential for victory.

Key authors shaped strategic planning as we know it today. Peter Drucker introduced fundamental concepts such as "management by objectives" and "intellectual capital", highlighting the importance of aligning individual objectives with organizational objectives. Alfred Chandler stressed the need to link structure and strategy within companies, arguing that strategy should dictate organizational configuration. Philip Selznick emphasized the integration of internal and external factors, establishing the basis of the SWOT matrix, while Igor Ansoff developed essential tools such as the product-market matrix and gap analysis, allowing companies to evaluate opportunities and define strategic directions.

The neoclassical theory of administration, with exponents such as Drucker and Koontz, consolidated the relationship between strategic planning and corporate objectives. In later years, authors such as Sallenave (1997) expanded the analysis by identifying key strategic variables. Different contemporary approaches have defined strategic planning as a process of forecasting the future (Fuentes and Luna, 2011), formulating competitive advantages (Suárez and Altahona, 2009) and effective adaptation to changing environments (Scott, 2008). Likewise, recent studies highlight the relevance of the subject who makes strategic decisions (Serna, 2008), the importance of the formalization of the decision-making process (Bryson, 2000) and its impact on global competitiveness.

In the 1970s, strategic planning was strengthened with the incorporation of advanced forecasting tools, studies such as PIMS (Profit Impact of Market Strategy) analysis and models such as the product life cycle. These advances contributed to consolidating strategic planning as an essential discipline for business management, allowing organizations to improve their performance in dynamic and highly competitive markets. Subsequently, with globalization and technological advancement, strategic planning has become even more crucial, integrating methodologies such as systemic thinking, business intelligence and big data analysis to improve decision making and the formulation of long-term strategies.[7][8]​.

3. WILSON, I. “Strategic Planning isn’t Dead It Changed.” Long Range Planning, August 1994, p. 20.

• - Barzelay, M. (1991). The IPIA Case. Seville. Edit Junta of Andalusia.

• - Friedman, J. (2007). Planning. Edit Ministry of Public Administrations (MAP).

• - Steiner, G. (1998). Strategic planning, what every director should know. CECSA Editorial.

• - Romero, Claudia. "Making a School a good school. Evaluation and improvement of school management." Aique Education. Bs. As, 2008.- Chapter 4.

(in English).

• - American Society of Training and Development. (1990, October). "Quick response beats long-term planning." Training and Development Journal, 44(10), 9-10.

• - Carter, P. (1998). «Cultural Change. “A Framework for Getting Started.” Community College Journal of Research and Practice, 22(4), 435-449. (EJ 578,000).

• - Covey, S. R. (1990). Principle-centered leadership. New York: Simon & Schuster.

• - Frank, D., & Rocks, W. (1996). «Exploiting instability: A model for managing organizational change.» In: The Olympics of Leadership: Overcoming Obstacles, Balancing Skills, Taking Risks. Proceedings of the Annual International Conference of the National Community College Chair Academy. (ED 394 564).