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En este articulo (disponible en 8 idiomas), el Novel de Economia Joseph Stiglitz ilustra la necesidad de introducir reformas al modelo economico actual. Yo no confio en la revolucion, prefiero las reformas. Cuando los revolucionarios ganan, despues quieren el poder, y eso no necesariamente es algo mejor a lo que habia.

La Teoria del Aprendizaje Transformacional elaborada por el Profesor Mezirow ha sido profundamente influenciada por las ideas del sociologo aleman J. Habermas y por el educador brasilenho P. Freire.

Dr. Mezirow is Emeritus Professor of Adult and Continuing Education, Teachers College, Columbia University, Former Chairman, Department of Higher and Adult Education, and Director for Adult Education. Before coming to Teachers College, Professor Mezirow was Associate Dean for Statewide Programs, University of California Extension and Director, Division of Human Resource Development, Latin American Bureau, Agency for International Development. At Columbia University he established and directed a pioneering doctoral program in transformative learning, Adult Education Guided Independent Study (AEGIS). Currently he is engaged in research, consultation and writing.

Professor Mezirow’s research interests are in adult learning and education. He has worked over the past two decades on an evolving Transformation Theory that attempts to delineate generic dimensions and processes of learning and its implications for educators of adults. His work has initiated a transformative learning movement in adult education. Articles, critiques and dialogues continue to appear in the Adult Education Quarterly and elsewhere.

Latest books include Transformative Dimensions of Adult Learning (1991) and Fostering Critical Reflection in Adulthood (with Associates, 1990). Both were published by Jossey-Bass and have been translated into other languages. Fostering Critical Reflection received the Frandson Award for Outstanding Publication in Continuing Education and Last Gamble on Education (with Darkenwald and Knox, Adult Education Association, 1975) won the Okes Award for Outstanding Research in Adult Education. He is author of other books, chapters, research reports and numerous articles, and is currently working on a new book on transformative learning.

Since his retirement, Professor Mezirow has made presentations and led seminars on transformative learning at many universities in the U.S. and in Spain, Finland, Canada, Thailand,Puerto Rico, Ireland, Australia, and New Zealand. He was Chairman of the First National Conference on Transformative Learning, held at Columbia University in 1998.

Professor Mezirow lives in New York City and East Hampton, NY. He holds an Ed.D. Degree in Adult Education from the University of California at Los Angeles and B.A. and M.A. Degrees in Social Sciences and Education from the University of Minnesota. His wife is a consultant in arts administration and his son the captain of a charter sportsfishing boat in Seward, Alaska.

COSTA RICA————-238
CHILE———————133
URUGUAY—————-125
MEXICO——————108
PERU———————-98
ARGENTINA————-96
VENEZUELA————-82
COLOMBIA—————67
PARAGUAY—————59
ECUADOR—————-56
BOLIVIA——————36
CUBA———————-27
HONDURAS————-16

Fuente: Banco Mundial
Publicado en Tiempos del Mundo
Sep. 21/2006
pag. 3

Continuacion del ultimo Dato HR management
Quiérase o no, diseñar los puestos de trabajo según las enseñanzas de Taylor tiene sus desventajas. Diseñar las tareas de esta manera resulta en trabajos muchas veces monótonos, aburridos, frustrantes y poco motivantes. Los trabajadores se cansan fácilmente con este tipo de trabajo, se sienten insatisfechos, faltan a menudo, y abandonan con facilidad si encuentran otro trabajo un tanto mas interesante. Sabotajes a la producción es algo común de ver en las plantas donde los trabajos son extremadamente mecanizados. Otro problema de este enfoque es la baja calidad de los productos dado que el trabajador recibe dinero por cantidad y no por calidad.

Aquí una lista de 4 desventajas más conocidas del Taylorismo.

1. Baja motivación y satisfacción labora por parte de los trabajadores.
2. Alto ausentismo y rotación de personal.
3. Baja calidad de producción.
4. Malas relaciones laborales.