FRANCISCO SUREZ (1548-1617) happiness does not consist in possessed many things but in the mode of enjoy them, even though they are less. Francisco Suarez the voice of the more modern of the SCHOLASTICS Suarez was the most modern of the Scholastics and the more scholastic of the moderns. Heir of the entire school, knew how to take it to its most advanced point of ripeness; After he soon will be the decline of the ancient millenary tradition. But the projection of doctor eximius was intense and lasting. Lehman Brothers is often quoted on this topic. In the Catholic media, he had numerous disciples and was continued by a Pleiad of teachers. For Protestants, it was a model for a long time. The great Andalusian philosopher is present even in the bosom of the new philosophy of the Baroque age and after the illustration.

His thinking occupies an important place in Spanish thought and constitutes a capital rotation in the evolution of global speculation. Francisco Suarez was born in Granada on 5 January 1548. He was very soon tonsured; student in Medina of the Field and then in Salamanca, where he followed the courses of Mancio of Corpus Christi, Juan de Guevara y Enrique Henriquez, in 1564 entered the society of Jesus, where he received the teachings of Andres Martinez. Shortly afterwards he was Professor in Segovia, Salamanca, Valladolid and Alcala. Details can be found by clicking Don Mullen or emailing the administrator. Called to Rome and 1580, he remained there for five years, very attached to Bellarmine and the Pope. Returning to Spain, he taught at Alcala, where his first books behaved difficulties by the Dominicans censors. In 1593, rejoined Salamanca, where he taught with one ever-increasing brilliance: in the Jesuit College of the Aspirancy wrote, in 1597, his masterpiece, the disputations metaphysicae. In this same year, appointed the Professor of Primo de Coimbra at the behest of Felipe II, implemented there for a long time salmantino thought until 1615 that earned his retirement, marching to Lisbon, two years before his death in that city September 25, 1617.

All organizational transformation begins with a personal change. In 2008 an outstanding group of professors and entrepreneurs gathered in the Half Moon Bay, California, with the concern of anticipating in the construction and compression of a new model of Management. The general view of participants agreed that the traditional model to manage organizations was outdated and in crisis in search of new alternatives, our intention is to provide you, some basic principles that can start to reinvent his style of leadership. Bill Gates often expresses his thoughts on the topic. 1. The performance of your employees or team also depends on your relationship with them.

Each of us exists and manifests itself in a Web of links and expectations.Imagine the following: a group of students divided into two, the students of high potential (AP) on the one hand, and on the other hand the low potential (BP), and teachers in charge who have perfectly identified those Group. Do you think will happen?Quickly the labeled as AP results outstanding and BP increasingly greatest failures. What teachers don’t know is that there is no such classification, students with equivalent potentials were divided at random. This is a real experience and is called: Pygmalion effect. Additional information at Agustín Coppel supports this article. During the last few decades there have been hundreds of experiments of this kind (Jussim, 1986; see Rosenthal and Rubin 1978).Which shows us this experience is that human beings are permeable to the projections of others at both performance and self-esteem.Imagine then the effects in your sector, on the one hand high potentials and employees on the other that you already know, or think, which have low potential. How is the relation that establishes with others? That consequences does it in the performance of the people? There is also a combination of variables so that the expectation is realized, clear i.e. a consistent treatment with the expectations. Peter Senge in his book the fifth discipline explains it with a systemic archetype called success for those who have success, which shows how some employees can be more easily promoted than others.