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Komunikacja specjalistyczna na studiach fi lologicznych - podstawy lingwistyczne i profile kompetencyjne

100%

Berdychowska Z.

Lingwistyka Stosowana / Applied Linguistics / Angewandte Linguistik

2010

nr 3

61-70

On a basic level specialist communication includes specialist, interactive (discursive) and cultural language competence (S. Grucza 2008: 154-170). Competence profiles of philology studies graduates in specialist communication, defined most eloquently by the assumption that specialist languages are cognitive and communicative qualities of individual specialists, which can be recreated by an analysis of the texts they produce (S. Grucza 2008: 155), implicitly derive from the requirements of study programs for bachelor's and master's degrees as defined by the Ministry of Science and Higher Education of Poland. On the other hand, research conducted at the Jagiellonian University (Ćwiąkalska et al. 2009) proves that the competence and skills most desired by employers are effective communication, problem-solving, self-reliance and good work organization skills. Philology studies, which develop all three types of specialist competence embedded in the study programs of linguistics, literature, cultural studies, translation studies and applied linguistics, should and can develop specialist communicative competence by shaping and reshaping specialist cognitive structures and by providing skills necessary to give them appropriate sign structure, to extract from the text and reconstruct a fragment of knowledge and to process linguistically and cognitively specialist information, as well as to search for specialist information. Following the program of translation studies, one should pay more attention to the production of specialized texts which helps to shape specialist discursive competence.

A MANAGEMENT APPRAISAL PERFORMANCE AND DEVELOPMENT SYSTEM: THE TP GROUP

32%

Szczęsna M.

Zarządzanie Zasobami Ludzkimi

2010

nr 3-4(74-75)

154-162

This article describes the management appraisal performance and development system in TP Group - its guidelines, the elements subject to appraisal, the process flow, and the supporting software tool. It also shows the links between this system and other HR processes. It presents benefits for employee, manager, and the organization flowing from the management appraisal performance and development system.

Artykuł opisuje funkcjonujący w Grupie TP system kompleksowej oceny i rozwoju (SKOR) – jego założenia, elementy oceny, przebieg procesu i aplikację wpierającą ocenę. Przedstawia również powiązania pomiędzy tym systemem a innymi procesami HR. Prezentuje korzyści płynące ze SKOR dla pracownika, menedżera i organizacji.