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Ítem Surviving SAP Implementation in a Hospital(2016-04-13) Cajiao Saénz, JuanitaOn January 1, 2011, the Valle del Lili Foundation, a university hospital in Cali, Colombia, went from using paper for medical records and all associated clinical and administrative processes to managing everything electronically. This was a significant deviation from the industry norm since it was unusual for a hospital to simultaneously implement electronic medical records, computerized physician order entry, and enterprise resource planning. If they are implemented at all, they are generally done so independently. Also, hospitals that rise to the challenge of adopting information technology face a high failure rate, mainly for staff-related reasons, especially when medical staff resist its use. VLF's management team knew it had to achieve the buy-in of doctors as well as of clinical and clerical staff if it was to successfully implement SAP, a system that would reformulate workflows throughout the hospital. This case documents how the hospital achieved this ambitious goal. In doing so, it illustrates how organizations can manage large-scale change processes.Ítem How Instructional Methods Influence Skill Development in Management Education(Academy of Management, 2016-09-01) Burke, Michael J.Research concerning why and how to promote social interaction and learner reflection in management education and training is somewhat underdeveloped. In this investigation, we used a predictive, quasi-experimental design with 246 students from a business school in Colombia who were enrolled in 10 sections of a leadership course to examine expected effects of instructional methods that promoted different levels of social interaction and reflection on self-reported learning behaviors (dialogue and reflection activities), self-efficacy for class performance, and instructors’ assessments of students’ skill demonstration (team work, communication, influence, and work proficiency and effort). In comparisons to students participating in instructional conditions with less social interaction and fewer reflective activities, students participating in an instructional condition that promoted higher levels of these activities exhibited considerably greater student–student dialogue, instructor–student dialogue, and reflection. These learning behaviors in turn led to enhanced self-efficacy for class performance and skilled activity. In addition, students’ perceptions of psychological safety partially mediated relationships between instructional method and dialogical and reflective activities. The implications of these findings for coupling action, dialogue, and reflective activities in management education and training as well as avenues for future research are discussed.Ítem Bancolombia: Talent, Culture, And Value Creation Management In Mergers(Ivey, 2011-01-01) Cajiao Saénz, Juanitahe case presents a review of the main facts related to the merger process experienced by three companies, Bancolombia, Conavi and Corfinsura, in the Colombian financial market during 2005 and 2006. The merger decision emerges from directors and senior executives visualizing an incoming significant market transformation - adjustment in industry regulation, improvement in international competence and consolidation of main players - and their further response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.Ítem Las cosas se parecen a su dueño(Grupo Editorial Norma, 2007-01-01) Cajiao Saénz, Juanita¿Qué hace que algunas empresas sean exitosas y otras no? ¿Qué ha sucedido a lo largo de estos 50 años para que MAC haya pasado de ser una empresa familiar de actividades diversificadas a una empresa moderna familiar que concentra sus actividades en la fabricación de baterias para el mercado nacional e internacional? Las respuestas a estos interrogantes conducen a preguntarnos por la estrategias y estructuras organizativas, por las situaciones, coyunturas, personas y dinámicas que configuraron y han mantenido la estructura MAC e, inclusive, a inquirir por sus perspectivas en los años veniderosÍtem MAC: empresa y familia, medio siglo de energía(Universidad Icesi, 2007-01-01) Perdomo Giraldo, María del PilarContenidos Mecánico, comerciante e industrial: algunas de las actividades empresariales de Ernesto Mejía Amaya -- De "Servicio de baterías" a MAC S.A. La historia de un taller que se configura en multinacional -- Las cosas se parecen a su dueño: evolución de la estructura organizacional en MAC -- Taller y empresa: 50 años de innovación, adaptación y generación de tecnología en MAC S.A. -- MAC: De taller a multinacional, una evolución dada por las redes comerciales -- La familia como metáfora esencial: la cultura organizacional de MAC -- Cultura del trabajo en MAC: entre el "saber-hacer", la lealtad y el paternalismo -- Las mujeres en MAC: entre el "bello sexo" y el "techo de cristal" -- Exigencia, prudencia y fortuna: una historia de la responsabilidad social en MAC La fundación MAC: un aporte a la transformación de lo social -- MAC: Retos del futuro