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Los Makerspaces están Haciendo Marca

Hoy en día, más y más escuelas están agregando makerspaces educativos a las aulas de todos los niveles de enseñanza: primaria, secundaria y preparatoria. En el entorno makerspace los estudiantes quedan en libertad de ser los encargados y solo están limitados por su imaginación.

Los nuevos alumnos que se incorporan al sistema educativo, criados en tecno-hogares equipados con Internet, tablets, smartphones, Smart TV, y todo tipo de herramientas y juguetes tecnológicos, ya conforman la nueva generación de makers. El  ‘Maker Movement’ es una tendencia mundial de personas capaces de crear nuevas aplicaciones de tecnología en computación, diseño, robótica, y otras disciplinas, aprovechando la interacción y la colaboración entre las personas y fomentando el conocimiento compartido. Al igual que el mundo del marketing utilizó el concepto ‘Millenials’ para referirse a una nueva generación de jóvenes, con necesidades específicas y formas diferentes de entender la sociedad actual, el concepto de maker ya es una realidad también en el ámbito educativo.

 

7 Comentarios

  • John Carter dice:

    Organizational Culture is the commonly held attitudes, values, beliefs and behaviours of its employees. The culture of an organization is as unique and diverse as an individual’s personality. If the employees of an organization believe that change is something to be feared and avoided, then change implementation is often reactive and haphazard.

  • Will Barber dice:

    The high level of involvement of employees ensures that they understand the strategic plan. It increases their level of commitment to ensure the strategy is successfully executed because they understand how their work and the work they’re completing on the project helps the organization to realize some or all of one of their key strategies.

    • Wans Sanketen dice:

      Once the strategic plan is together, there are two critical elements related to project management. One is to identify the projects that are required to ensure success in the execution of each strategy.

      • Dude Perfect dice:

        They market it and promote it. But look at their Strategic Plan. They lack a clear strategy for innovation – but they do have strategies for new product development. Yet since the development of the Blackberry, they haven’t released a single innovative product. They will of course disagree. The Playbook is an Ipad with less functionality. It’s not an innovation.

        • Bibi Landangurd dice:

          It includes how they will be involved in this process. This is the bottom up communication. Employees will provide input to the strategic planning process through feedback surveys, focus groups, meetings, etc. regarding their ideas for organizational direction, etc.

          • Grandeganer dice:

            But many fail to realize their vision and fail to deliver the expected strategic results. Unfortunately, executive teams cannot pinpoint the reasons for this dilemma so they repeat the strategic planning cycle over and over, always hoping that the next strategic planning session will bring better results.

  • Detoriborg dice:

    They put teams of individuals together to work on these major initiatives and give them investment money to ensure success. Yet over time it becomes apparent that this team won’t realize the strategic goal given to them and the strategy itself will be deemed a failure. This is wrong

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