Tools and competitive strategies as management culture

Authors

  • Omaira Bernal Payares Corporación Universitaria Rafael Núñez

DOI:

https://doi.org/10.22519/22157360.711

Abstract

The purpose of this presentation is to exhibit some theoretical and practical considerations about Competitive Tools and Strategies in Educational Institutions in Cartagena, specifically in the University context, like “Corporación Universitaria Rafael Núñez” (Rafael Núñez Universitary Corporation), located in Cartagena’s downtown, “Universidad Jorge Tadeo Lozano” (Jorge Tadeo Lozano University), placed in the ring road of the city, “Universidad de San Buenaventura” (San Buenaventura University), located in Ternera neighborhood, and “Universidad Tecnológica de Bolivar” (Technologic University of Bolivar), placed outside Ternera neighborhood. Using a didactic perspective of subjects like Modern

Administrative Trends, Markets II, Commercial Legislation                     II, Business Ideas,

Organizational Development, Human Behavior in Organizations and Financial

Administration, they can be conceived as an academic process for VI Semester of Corporación Universitaria Rafael Núñez Administration Program, and with a revision from academic assessors through achievements’ sustentation during the semester, they established

an important work tool that can be used in academic researching, with social approaches, where the students can identify the administrative approaches used by institutions through the received knowledge.

Author Biography

  • Omaira Bernal Payares, Corporación Universitaria Rafael Núñez
    Docente Coordinadora Énfasis y Complementarias del Programa de Administración de Empresas Facultad de Ciencias Contables y Administrativas. Corporación Universitaria Rafael Núñez. Administradora de los Servicios de la Salud Universidad de Cartagena y Magister en Administración Universidad Nacional de  Colombia.

References

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Published

2010-12-15

How to Cite

Tools and competitive strategies as management culture. (2010). Aglala, 1(1), 58-67. https://doi.org/10.22519/22157360.711