INTRODUCTION
Within the field work where we live from day to day, it is possible that through our professional and academic growth, managed to occupy high positions of importance and scope for organizations.
is safe to entrust to new leadership, we wish to perform them most effectively and efficiently as possible, it is necessary to manage and master tools and general knowledge on administration and management, to ensure the success of our management.
Importantly, these tools and skills are useful not only in leadership, but also are, in technical and support levels, allowing us to have a broader horizon of the organizations and thus make significant contributions to help meet the goals and objectives of the organization.
In our effort to pursue the subject, we present research that contains aspects of marked importance in achieving key learning of skills that allow a better development in our jobs. Within these tools and knowledge we can mention the organization as an entity, concept and requirements for this exist, the organization as a system (open and closed), organizational structure (organization), concept, purpose, leadership, organizational change and internal and external forces that influence change, administrative processes and phases that comprise the contingency theory of organization and new business strategy: the Six Sigma. We have also listed some of the most important processes and their definitions, to expand our knowledge of their duties.
organizations as systems
The individual as such can not live in isolation but in continuous interaction with their peers, so it is a being sociable. Individuals must cooperate with each other, for their personal restrictions, and should be organizations to enable them to achieve certain objectives that work individual do not reach.
Then a organization is defined as: a system of consciously coordinated activities consisting of two or more people. Cooperation between them is essential to the existence of organization, and it exists when:
§ There are people capable of communicating
§ What are willing to work together
§ For a common goal.
There are two types of systems :
1 - Open System:
set of elements dynamically related, interacting to develop an activity to achieve an objective or purpose, operating data, energy, matter, coupled with environment surrounding the system and to provide information , energy, matter.
has numerous entrances and exits. To interact with the external environment, its cause and effect relationships are indeterminate.
A system consists of four elements:
Tickets: Through them, the system achieves the resources and supplies needed for food and nutrition .
Processing: Transforms inputs into outputs or results
Outputs: Result of the operation of the system. Through it the system sends the resulting product to external environment.
Feedback: It is a return action, when the output is positive because it stimulates and expands more entries to increase system performance, is negative when the output to be less restricted and reduced entry for slowing the system.
2 - Closed System:
have few inputs and outputs in relation to the external environment, which are well known and reason are between cause and effect: to a given input (cause) is a particular output (effect).
Also called mechanical or deterministic.
There is a completely closed system or a completely open.
Any system depends to some extent on environment.
ORGANIZATIONAL STRUCTURE
Within the field work where we live from day to day, it is possible that through our professional and academic growth, managed to occupy high positions of importance and scope for organizations.
is safe to entrust to new leadership, we wish to perform them most effectively and efficiently as possible, it is necessary to manage and master tools and general knowledge on administration and management, to ensure the success of our management.
Importantly, these tools and skills are useful not only in leadership, but also are, in technical and support levels, allowing us to have a broader horizon of the organizations and thus make significant contributions to help meet the goals and objectives of the organization.
In our effort to pursue the subject, we present research that contains aspects of marked importance in achieving key learning of skills that allow a better development in our jobs. Within these tools and knowledge we can mention the organization as an entity, concept and requirements for this exist, the organization as a system (open and closed), organizational structure (organization), concept, purpose, leadership, organizational change and internal and external forces that influence change, administrative processes and phases that comprise the contingency theory of organization and new business strategy: the Six Sigma. We have also listed some of the most important processes and their definitions, to expand our knowledge of their duties.
organizations as systems
The individual as such can not live in isolation but in continuous interaction with their peers, so it is a being sociable. Individuals must cooperate with each other, for their personal restrictions, and should be organizations to enable them to achieve certain objectives that work individual do not reach.
Then a organization is defined as: a system of consciously coordinated activities consisting of two or more people. Cooperation between them is essential to the existence of organization, and it exists when:
§ There are people capable of communicating
§ What are willing to work together
§ For a common goal.
There are two types of systems :
1 - Open System:
set of elements dynamically related, interacting to develop an activity to achieve an objective or purpose, operating data, energy, matter, coupled with environment surrounding the system and to provide information , energy, matter.
has numerous entrances and exits. To interact with the external environment, its cause and effect relationships are indeterminate.
A system consists of four elements:
Tickets: Through them, the system achieves the resources and supplies needed for food and nutrition .
Processing: Transforms inputs into outputs or results
Outputs: Result of the operation of the system. Through it the system sends the resulting product to external environment.
Feedback: It is a return action, when the output is positive because it stimulates and expands more entries to increase system performance, is negative when the output to be less restricted and reduced entry for slowing the system.
2 - Closed System:
have few inputs and outputs in relation to the external environment, which are well known and reason are between cause and effect: to a given input (cause) is a particular output (effect).
Also called mechanical or deterministic.
There is a completely closed system or a completely open.
Any system depends to some extent on environment.
ORGANIZATIONAL STRUCTURE
For Terri
"A chart is a summary table indicating the important aspects of organizational structure, including the main functions , relationships, channels of supervision and the relative authority of each employee in charge of your respective function. "
Melinkoff
" notes that the purpose of an organization is based on the condition reflect as far as possible the organization with its real implications and relationships, in addition to its hierarchical layers. "
to serving an organization: Organizational reveal
:
The division of functions.
hierarchical levels.
lines of authority and responsibility.
formal communication channels.
The linear nature of the department or staff.
The heads of each group of employees, workers, etc.
relationships between various positions in the company and each department or section.
worth mentioning that the linear or staff are indicated by different colors, different thicknesses of communication line, but the most usual is by checking the authority linear solid line and the dotted line staff. Flowcharts can be
:
Vertical Organization: In the vertical charts, each subordinate position to another is represented by pictures in a lower level, linked to that of lines representing the communication of responsibility and authority. In each frame of the second level are drawn to indicate communication lines of authority and responsibility to the positions that depend on it and so on. Some authors tend to put the margin at the appropriate height, the kind of administrative level: senior management, administration middle, lower management. Sometimes these hierarchical levels separated by dotted lines.
Advantages:
are the most used and, therefore, easily understood.
objectively display the hierarchy of staff.
Disadvantages:
Occurs called triangulation effect, because, after two levels is very difficult to indicate the positions below, for what it would be very elongated charts. This usually resolves:
Making a master card containing up to the first level linear and staff of the company, and then made for each division, department or section, a supplemental letter. Placing
subordinates of a leader in large numbers, one above another, linked by the line of authority and accountability that runs around the sides.
Horizontal Organization: They represent the same elements of the above chart and in the same way, only the maximum level hierarchy starting at the left and making the other levels on the right.
Advantages:
follow the normal way we usually read.
very considerable decrease in the effect of triangulation.
better indicate the length of the levels through which the formal authority.
Disadvantages: Few
used in practice and sometimes even a single letter can make the entire organization, are the names of heads too crowded and, therefore, unclear.
Organizational Circulars : Formed by a central box, which is the highest authority in the company, around which concentric circles are drawn, each of which constitutes a level of organization. In each of these circles is placed at the immediate superiors, and link them with lines that represent the lines of authority and responsibility.
Advantages:
point out very well, thus forcing the importance of hierarchies. Eliminate
or decrease at least the idea of \u200b\u200bhigher status or lower.
allow greater number of jobs placed at the same level.
Disadvantages:
be confusing and difficult to read, that can not easily put levels where a single official and that force levels too.
Joint Organization: In this type of charts you can mix the above three types of charts (Vertical, Horizontal, Circular) into one, every business, every organization uses these charts because of its high volume and complexity of posts under their administration and they seek to optimize space found working, keep in mind that most of the documents with which works are of a size chart so it is essential to use such a tool to recognize the different positions used by the organization.
GROWTH AND ADAPTATION OF THE ORGANIZATIONAL STRUCTURE
Every organization must grow and adapt guidelines which should be guided by several principles which we have listed below.
1. The principle of the objective. Every organization and every part of it should be an objective expression of the company, or lack of meaning and is therefore redundant.
2. The principle of specialization. The activities of each of the members of a group organized be confined, as far as possible, the implementation of a single function.
3. The principle of coordination. The purpose of the organization itself, unlike the company's goal is to facilitate coordination, unity of effort.
4. The principle of authority. In any organized group, the supreme authority must rest somewhere. There should be a clear line of authority that emanates from the supreme authority to each individual within the group.
5. The principle of accountability. Responsibility of a superior for the acts of his subordinates is absolute.
6. The principle of definition. The content of each post, in regard to the duties involved and the responsibility and authority in the same lie and its relations with other positions must be clearly defined in writing and made known to all those concerns.
7. The principle of reciprocity. In any role, responsibility and authority must be equivalent.
8. The scope of control . No person shall supervise more than five, or more than six direct reports, whose work is related.
9. The principle of balance. It is essential that the various organizational units are kept in balance.
10. The principle of continuity. The reorganization is an ongoing process in any company should be made specific provisions in this regard.
merger means the union of two or more independent companies into one, that is, the combination of two or more existing companies, either one or the other is absorbed by another or they are confused to form a new society subsisting and the latter inherited the title universal rights and obligations of companies involved.
can also say that it is "an operation used to unify investment and commercial criteria of two companies of one branch or compatible goals." Is a fusion ! To absorption a society other, with disappearance of the first, and made through the provision of goods of it to the second company. Similarly, it can be done by creating a new society, which, through contributions, absorb two or more existing companies. §
Dissolution Characteristics of the acquired company disappears. § Transmission
universality of goods of the acquired company to the acquiring company. §
shareholders of the company being acquired become shareholders of the absorbent.
§ The mergers are operations usually performed during periods of economic expansion or crisis. §
transfer all heritage assets and liabilities of the acquired companies to the absorbing company or companies to merge into the new society.
§ The dissolution without liquidation of the acquired companies to merge.
§ The immediate allocation to the shareholders or the companies being acquired or merging of companies actions of the acquiring company or the new society. Classification
According commercial code French, pede fusion of two types: pure fusion
§ Two or more companies join to form a new one. These are dissolved but not liquidated. §
Merger by absorption: a company absorbs one or more other companies also dissolved but not liquidated. According
competition and commercial interest
There are three types of mergers:
§ Horizontal Fusion: two companies compete in the same branch of trade . The companies occupy the same line of business , basically merged because: The economies of scale are its target natural and most concentration in the industry . §
Vertical Merger: a company is customer other in a branch of trade that is suppliers. The Buyer expands back toward the source of raw material, or forward, direction the consumer . §
Conglomerate: these companies do not compete, nor is there any relationship business between them. The architects of these mergers have noted the savings from shared services central and administration, accounting , financial control and direction general.
The following is the model that GE Capital Services has developed to integrate new acquisitions with the company matrix, which has been applied with success in several projects . The same has been exposed, debated, tested and tuned repeatedly.
Release
Prior to the acquisition
1 Establishment of the bases
2 fast 4 Integration Assimilation
3 Best Practices
Prior to the acquisition
1 Establishment of the bases
2 fast 4 Integration Assimilation
3 Best Practices
Home
Use
Previous studies of successful negotiation and announcement
Close Use
Previous studies of successful negotiation and announcement
integration
Planning Strategy Formulation Implementation
Monitoring and Evaluation
process adjustment and adjustment of long-term plan
Planning Strategy Formulation Implementation
Monitoring and Evaluation
process adjustment and adjustment of long-term plan
The model Ashkenas, Demonic and Francis have called "Model Explorer" or "Wheel of Fortune", divides the process into four phases of action starting with work carried out before closing the deal and continues to complete assimilation. Within each of these phases there are several stages. Finally, each phase of action includes several best practices and concrete steps that help managers to advance the process.
1 - PRE-ACQUISITION § Start
cultural analysis.
§ Identify business and cultural barriers that may prevent the successful integration . §
Choose a manager integration.
§ Assess the strengths and weaknesses of the company and the leaders of the departments.
§ Develop a strategy for communication .
cultural analysis.
§ Identify business and cultural barriers that may prevent the successful integration . §
Choose a manager integration.
§ Assess the strengths and weaknesses of the company and the leaders of the departments.
§ Develop a strategy for communication .
2 - ESTABLISHMENT OF THE BASES
§ Present duly integration manager. §
Orient new executives about corporate rate of the acquirer and values \u200b\u200bnon-negotiable. §
Jointly develop an integration plan. §
involve a visible way to top management. §
Provide adequate resources and assign responsibilities.
§ Present duly integration manager. §
Orient new executives about corporate rate of the acquirer and values \u200b\u200bnon-negotiable. §
Jointly develop an integration plan. §
involve a visible way to top management. §
Provide adequate resources and assign responsibilities.
3 - RAPID INTEGRATION
§ Use planning, simulation and systems monitoring to accelerate the integration process. § Use
audit staff to audit the process. § Use
processes feedback and learning to continuously adapt the integration plan. § Start
exchange short-term policy.
§ Use planning, simulation and systems monitoring to accelerate the integration process. § Use
audit staff to audit the process. § Use
processes feedback and learning to continuously adapt the integration plan. § Start
exchange short-term policy.
4 - ASSIMILATION
§ Continue to develop practical tools, processes and common languages. § Continue
long-term exchanges of executives. § Use
staff audit to audit integration.
clear and consistent appearance of the model contradicts the fact that the integration of new business is both an art as a science . While the browser model recommends a series of chained actions, any acquisition contains novel or unique aspects. And as with any major transformation, the direction will have to improvise. However, this model can avoid improvisation is the only protagonist.
§ Continue to develop practical tools, processes and common languages. § Continue
long-term exchanges of executives. § Use
staff audit to audit integration.
clear and consistent appearance of the model contradicts the fact that the integration of new business is both an art as a science . While the browser model recommends a series of chained actions, any acquisition contains novel or unique aspects. And as with any major transformation, the direction will have to improvise. However, this model can avoid improvisation is the only protagonist.
LEADERSHIP
The leadership is a crucial issue today where the borders were opened to global trade; where organizations and businesses permanently are in a constant struggle to become increasingly competitive, which has meant that the people who are up efficient and able to be a really for the welfare of organization or company . Speaking of organizations and individuals is essential to mention the drivers, today's leaders, those who achieve success their organizations and to guide their subordinates to achieve. The leader as any person has many flaws and virtues that must know, this means first looking within oneself, to know and then understand others and reflect on what you want to accomplish, which seeks to achieve with others to achieve success . This analysis leads us to understand and then meet each other and thus improve our performance as leaders, we are for the benefit personal and / or our organization .
Leadership can be defined as the attempt to interpersonal influence, directed through the process of communication , the achievement of one or more goals
IMPORTANCE OF LEADERSHIP
The leadership is a crucial issue today where the borders were opened to global trade; where organizations and businesses permanently are in a constant struggle to become increasingly competitive, which has meant that the people who are up efficient and able to be a really for the welfare of organization or company . Speaking of organizations and individuals is essential to mention the drivers, today's leaders, those who achieve success their organizations and to guide their subordinates to achieve. The leader as any person has many flaws and virtues that must know, this means first looking within oneself, to know and then understand others and reflect on what you want to accomplish, which seeks to achieve with others to achieve success . This analysis leads us to understand and then meet each other and thus improve our performance as leaders, we are for the benefit personal and / or our organization .
Leadership can be defined as the attempt to interpersonal influence, directed through the process of communication , the achievement of one or more goals
IMPORTANCE OF LEADERSHIP
§ It is important because the ability of a leader to guide and direct. § A
organization may have a proper planning, control and procedure of organization and not to survive the lack of a proper leader. §
is vital for the survival of any business or organization.
§ On the contrary, many organizations with a poor planning and bad techniques of organization and control have survived due to the presence of dynamic leadership.
LEADERSHIP STYLES
many terms have been used to define the styles of leadership, but perhaps the most important has been the description of the three basic styles: autocratic leader, participatory leader and the leader of free rein.
THE autocratic leader: An autocratic leader assumes all responsibility the decision , initiates actions, directs, motivates and controls the ratings. The decision and greed are centered on the leader. You may consider that only he is competent and capable of making important decisions, you may feel that their subordinates are unable to guide themselves or may have other reasons to take a strong position force and control.
PARTICIPATIVE LEADER: When a leader adopts the participatory style, use consultation, to practice leadership. Not delegate their right to make final decisions and points out specific guidance to his subordinates but check their ideas and views on many decisions that affect them. If you want to be an effective participatory leader, listen and analyze seriously the ideas of their subordinates and accept their contributions whenever possible and practical. The participative leader cultivates decisions of his subordinates so that their ideas are increasingly useful and mature. Also induces subordinates to increase their capacity for self control and urges them to take more responsibility to guide their own efforts. Is a leader who supports its Junior and assumes a position of dictator. However, the final authority on matters of importance is in their hands.
LEADER ADOPTING THE SYSTEM Unleash O LIBERAL LEADER: Through this leadership style, the leader of his subordinates delegated the authority to make decisions can tell his followers " here is a job to do. No matter how you do me as long as it is done right. " This leader expects subordinates to take responsibility for their own reasons , guidance and control. Except for the provision of a number minimum of rules, this style of leadership, provides very little contact and support for the fans. Obviously, the subordinate must be highly qualified and able to make this approach a satisfactory outcome.
ORGANIZATIONAL CHANGE
Organizational Change is defined as the ability to adapt to different organizations transformations suffered by the environment internal or external, by learning.
The changes are caused by the interaction of forces, these are classified as: Internal
: those that come from within the organization, arising from analysis of organizational behavior and are presented as alternative solutions, representing conditions balance, creating the need for structural rearrangement, is an example of these technological adaptations, changing methodological strategies, policy changes, etc. External
: those from outside the organization, creating the need for internal order changes are examples of this force : The government decrees, the standards of quality , limitations on environment both physically and economically.
EXTERNAL AND INTERNAL FORCES FOR CHANGE
ASPECTS OF EXCHANGE
To deal with any change process is necessary to use highly integrated technical and human aspects, because without the ability to address the human aspects, the process of acceptance and adoption of change is much more difficult.
contingency theory
contingency
The word means something uncertain or contingent, which may well happen or not. It refers to a proposition whose truth or falsity can only be known by experience or by the evidence and not by reason. Because of this contingency approach marks a new stage in the General Theory of Management.
contingency theory was born from a series of research done to see which models are most effective organizational structures in certain types of industries. The researchers, each in isolation, sought to confirm whether the organizations effective for certain types of industries were the assumptions of classical theory, as the division of labor, span of control, hierarchy of authority, etc. The surprising results led to a new concept of organization: the structure of an organization and its operations are dependent on the interface with the external environment. In other words, there is no single best way to organize.
contingency theory emphasizes that there is nothing whatsoever in the organization or management theory. Everything is relative, it depends. The contingency approach explains that there is a functional relationship between environmental conditions and techniques administrative measures to effectively reach the goals of the organization.
PROCESS DEFINITION
There are many variations to define a process, but the essence of what the organization is built from elements such as activity, system, result input transformer, input and customer or supplier.
other words, a Process is the set of systemic activities that are organized in an organization to meet specific customer demands either a good or service, who ultimately sets the parameters and ensures desired quality that the changes achieve the global targets set by the organization.
BRIEF HISTORY OF THE PROCESS
processes born as a result of the need for a specific business task. During the decade of the 90 organizations devoted more effort to improving processes as a major factor to be competitive in the XXI Century. Thus, in the United States in the first four decades of the twentieth century develop process definition as a set of activities that take some input, add value and deliver a throughput, under the approach of quality management principles. WHY
PROCESSES Processes are the element that leads groups to devote major efforts towards maximizing output (outputs) of the company, through coordination and planning within it. As companies become increasingly necessary to develop a capacity to work more flexible, team-oriented, based on coordination and communication. That is, instead of maximizing the efficiency of individuals or features taken in isolation, companies must optimize interdependent activities, and through, the entire organization. These processes are the new approach to coordination in the company
Eight "M" - FACTORS IN PROCESS
· Management - Management is the type of management that guides the process, the manager's style has an effect on process management and results.
· Materials - Materials: another factor in the transformation is the type of materials used.
· Methods - methods: the working methods used in the process, that is, the practices for performing the process, the how. The methods are related to established procedures, instructions, policies, know-how applied in the process.
· Manpower - human resources: the characteristics people who operate the process.
· Machines - machines: machines or equipment used and the environment that surrounds it. It is possible that the process is done manually, but surely, the era of telecommunications and computer manual processes will become increasingly rare
· Environmental media - the environment: when speaking of environmental processes, The concept is not limited to external environmental conservation, and priority also includes the organizational climate that exists in the process, the occupational health conditions in which people perform the work within the process, overall ergonomics and occupational hazards are part of that environmental factor called
· Money - Money: The economic factor is another factor in the conversion, money, resources that are considered in the process and, last but not least,
· Measurements - measures: the system used to measure the results of the process, customer satisfaction, efficiency of activities, inputs and suppliers.
COMPONENTS OF A well-designed and properly managed
Harrington (1992) proposes the following characteristics that define a well-managed process:
* A process manager
* Accurate identification nominal or encoded
* Set beginning-end
* Interaction and domestic responsibilities defined
* Documented procedures, job duties and training requirements
* Procedures for evaluation and feedback
* Assessment measures and targets directly related to customer satisfaction. * Time cycles
known
* Projected change procedures
* Set
management capacity * Knowledge of the level of capacity utilization
* Adequate demand relationship-care
CLASSIFICATION PROCESS:
Harrington (1992) classifies the processes according to their hierarchy, raises highly complex process involving thousands of people and processes so simple that require only seconds of time, with this difference establishes the need to organize and macro processes threads, each thread consists macroprocess that have a logical sequence and relationship to each other and with other threads, these in turn are classified into the latter in activities and tasks. ADMINISTRATIVE PROCESSES
Supporters of school the administrative process considered administration as a composite activity of certain sub-activities that constitute the process SAD. This administrative process consists of 4 fundamental functions, planning , organization, execution and control . Constitute the process of administration .
ADMINISTRATIVE PROCESS STEPS
We can distinguish two main stages or phases. In its first stage, based on the initiative of one or a few, all headed to the structuring of the social body, when properly structured there is a second stage, which is in operation or normal operation thereof, to achieve the purposes proposed. For purposes of better understanding, set out below some criteria by various authors about the stages of the administrative process. §
Henry Fayol. Stages: anticipation, organization, command, coordination and control. §
Koontz & O'Donnell. Stages: planning, organization, integration, management and control. §
G. Terry. Stages: planning, organization, direction and control. §
Reyes Ponce. Stages: forecasting, planning, organization, integration, management and control. §
K. Burt Scanlan. Stages: planning, organization, direction and control. §
Lyndall F. Urwich. (N. 1891). Stages: research, forecasting, planning, organization, coordination, command and control.
According to previous proposals for the administrative process, we can conclude that there are four basic steps for study and formation of its two main phases mechanical phase, consisting of planning and the organization and the other dynamic phase whose implementation within the organization allows us to see what tasks are done.
BUSINESS PROCESSES:
According Mariño (2001) primary sources to identify the processes taking place in an organization are the statements of its mission and vision. Missionary processes down the basic processes in the organization should work, since by definition of the mission, it indicates who are the customers who have decided to serve, what products or services offered, to what geographic markets served with that technology, what is your philosophy values, fundamental aspirations, self-concept and corporate image. For its part visionary processes related to the vision set out in what critical success factors, key skills and improvement needs to work organization in the medium and long term. Business processes give rise to management processes from the contemporary point of view implies integration, where the transactions or processes that the company makes are part of a coordinated system functions regardless of who makes them. Thus the responsibility for transactions vary depending on the structure of the organization if it is either pyramidal or is matrix because the pyramid head of the unit that manages particular process responsible for it, in matrix organizations project leaders create spaces for consensus where it occurs a shared responsibility. That is why business processes are directly linked to the architecture of the organization, considering that the coordination between the individual transactions that are made incorporating the intervention of the customer satisfaction both internally and externally, which represents a much larger than the proper performance of each individual function or activity in each of the processes that integrate the business process in its entirety. According
theoretical view of Marino (2001), business processes:
... involve the entire organization or a substantial part of it to add value to external customers. Functional processes are inputs that transform inputs into outputs, normally required for an internal client in the organization and are executed within the same functional area. (P. 39)
Savvy business processes from the perspective of the authors in question, it is significant that the processes are understood from a horizontal or transverse view, hence the need for binding relationships between them. Moreover, functional processes, on the contrary are essentially vertical basic as develop within the same department and added value to the internal customer's eyes.
governing processes governing the process can be defined as the implementation of national policies, ie, is the executor of national strategies for the sector both public and private sectors, taking into account that he derive key elements such as modulation, conduction and intra-firm linkages. Speaking
linkage and intra-firm conduct, it is then that all the subsystems of the company must focus its action to give answer to that quality of service defining their internal processes (intra) for each of these processes have a common goal, such as vision, mission, goals and values.
operation control
are aimed at primary activities whose output is applied directly to the product by identification of a relevant work unit, to relate the activity to the product. Operational processes are those by which the company makes a product or a service conceived, which are received directly by the customer outside the organization, give a direct response to client therefore its effectiveness depends on customer satisfaction.
So are those organizational processes that support and facilitate the achievement of company objectives, such as:
(According to Serna 2001)
logistics and marketing processes: the first phase of the process involves making strategic marketing decisions . Once segmented the market, we study the positioning of the various competitors, we evaluate the attractiveness of market segments, and determining the target audience for which it will offer a comparative advantage that add significant value to the product or service. Production Process: The production process is the set of activities conducted to provide a product or a service. In this, we combine machinery, inputs (materials, raw material) and company personnel needed to complete the process. It is necessary for the production process is clearly established, a way that allows employees to obtain the desired product with an efficient use of resources.
sales processes, marketing and distribution: Some important elements in the design of the marketing strategy is the sales process, marketing and selection of appropriate distribution channels. From here, the management of the supply chain involved in the design of the physical flows of materials and final goods from points of origin to point of sale of the most efficient way possible. Pprocesos
search and procurement (supply-procurement) is to acquire the necessary raw materials for production, in the right quality and favorable price and ensure delivery by the supplier in accordance with established receipt dates .
Transformation of inputs and / or services, ranging from the acquisition of raw materials required, their transformation to obtain finished products. Care
users / customers: Includes communication processes on which the company must maintain strict control over the attention given to both external and internal customers. FINANCIAL PROCESSES
financial processes represent the set of activities focused on the management and control of income, expenses, costs, and forecasts that can not only meet the investment opportunities in the short term, but those in the future scenario taking into account that financial processes are a core element in the organization on which converge the rest of the administrative processes. Financial processes allow all organizational planning is carried out within the parameters of growth and development, maintaining a debt stable liquidity and solvency gradually allowed to invest in other portfolios. Financial processes are integral to business processes, controlling, operational and administrative management, because each of them can not be done if there is no implicit basic financial resources in financial processes. In financial processes, an analysis of corporate financial statements for decision making under the largest margin of financial certainty. The financial process includes important elements for growth, development and survival of the organization, these are revenues, expenses, costs, expenses and forecasts.
REENGINEERING PROCESS
A tool for improving business processes in a Business Process Reengineering is the meaning, start again. It does not mean trying to survive with what already exists or make incremental changes that leave basic structures intact. This is not patch anything, to make compromises in the existing system to work better. It means abandoning long-established procedures and look again at the aback work required to create the product or service from a company and give something of value to the customer.
redesign a company means siding and old systems and start to invent a better way to do the job. A definition more formal process reengineering is the fundamental rethinking and radical redesign of processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed. The general objectives of process re-engineering are:
§ Enhancing economic benefits.
§ Increased customer satisfaction. § Mayor
personal satisfaction: Due to a better definition of processes.
§ Increased knowledge and process control.
§ Get a better flow of information and materials.
§ Decreased processing time of the product or service.
PROJECT MANAGEMENT
What is a project?
A project is a planned, temporary and unique, made to create unique products or services that add value or may cause a beneficial change. This is in contrast with the more traditional work, based on processes, which operates on an ongoing basis, creating the same products or services over and over again.
What is Project Management? (Project Management)
Project Management is the discipline of organizing and managing resources so that a given project is fully completed within the constraints of scope, time and cost raised to its inicio.Dada the unique nature of a project, in contrast to the processes or operations of an organization, managing a project requires a different philosophy, as well as specific skills and abilities. Hence the need for discipline of Project Management. Project management involves running a series of activities that consume resources such as time, money, people, materials, energy, communication (among others) to achieve pre-defined objectives.
Project management provides a framework to meet the objectives of the organization using a structured and controlled. Essentially, it comprises a series of techniques, tools and methodologies allowing the manager and his team carry out a project that:
§ Meet customer needs
§ is kept within budgetary limits. § Be
completed on time. §
Bring benefits to the company.
The role of project manager is of great responsibility, being responsible for directing and supervising the project from start to finish.
Some of its main duties will include: defining the project, plan, get management support, join the human capital, obtain resources, define the operations, monitoring the project
feature of a Project:
§ Have a beginning and an end.
§ Have a clear timetable implementation. § Consider
one time. §
Need the concurrence of several persons on the basis of specific unasnecesidades.
§ Having a limited set of resources.
Rules for the direction of a project:
§ Establish a Grand Design.
§ Determine Project Objectives.
§ Establishing checkpoints, activities, relationships and time estimates. §
graphically Draw the outline of the project. § Direct
people individually and as a project team.
§ Strengthen the sense of moral responsibility and the project group. § Keep informed
all made items. § Revitalize
the band members by building consensus.
§ Mobilize the power for themselves and other items of equipment.
§ Encourage risk taking and creativity.
are aimed at primary activities whose output is applied directly to the product by identification of a relevant work unit, to relate the activity to the product. Operational processes are those by which the company makes a product or a service conceived, which are received directly by the customer outside the organization, give a direct response to client therefore its effectiveness depends on customer satisfaction.
So are those organizational processes that support and facilitate the achievement of company objectives, such as:
(According to Serna 2001)
logistics and marketing processes: the first phase of the process involves making strategic marketing decisions . Once segmented the market, we study the positioning of the various competitors, we evaluate the attractiveness of market segments, and determining the target audience for which it will offer a comparative advantage that add significant value to the product or service. Production Process: The production process is the set of activities conducted to provide a product or a service. In this, we combine machinery, inputs (materials, raw material) and company personnel needed to complete the process. It is necessary for the production process is clearly established, a way that allows employees to obtain the desired product with an efficient use of resources.
sales processes, marketing and distribution: Some important elements in the design of the marketing strategy is the sales process, marketing and selection of appropriate distribution channels. From here, the management of the supply chain involved in the design of the physical flows of materials and final goods from points of origin to point of sale of the most efficient way possible. Pprocesos
search and procurement (supply-procurement) is to acquire the necessary raw materials for production, in the right quality and favorable price and ensure delivery by the supplier in accordance with established receipt dates .
Transformation of inputs and / or services, ranging from the acquisition of raw materials required, their transformation to obtain finished products. Care
users / customers: Includes communication processes on which the company must maintain strict control over the attention given to both external and internal customers. FINANCIAL PROCESSES
financial processes represent the set of activities focused on the management and control of income, expenses, costs, and forecasts that can not only meet the investment opportunities in the short term, but those in the future scenario taking into account that financial processes are a core element in the organization on which converge the rest of the administrative processes. Financial processes allow all organizational planning is carried out within the parameters of growth and development, maintaining a debt stable liquidity and solvency gradually allowed to invest in other portfolios. Financial processes are integral to business processes, controlling, operational and administrative management, because each of them can not be done if there is no implicit basic financial resources in financial processes. In financial processes, an analysis of corporate financial statements for decision making under the largest margin of financial certainty. The financial process includes important elements for growth, development and survival of the organization, these are revenues, expenses, costs, expenses and forecasts.
REENGINEERING PROCESS
A tool for improving business processes in a Business Process Reengineering is the meaning, start again. It does not mean trying to survive with what already exists or make incremental changes that leave basic structures intact. This is not patch anything, to make compromises in the existing system to work better. It means abandoning long-established procedures and look again at the aback work required to create the product or service from a company and give something of value to the customer.
redesign a company means siding and old systems and start to invent a better way to do the job. A definition more formal process reengineering is the fundamental rethinking and radical redesign of processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed. The general objectives of process re-engineering are:
§ Enhancing economic benefits.
§ Increased customer satisfaction. § Mayor
personal satisfaction: Due to a better definition of processes.
§ Increased knowledge and process control.
§ Get a better flow of information and materials.
§ Decreased processing time of the product or service.
PROJECT MANAGEMENT
What is a project?
A project is a planned, temporary and unique, made to create unique products or services that add value or may cause a beneficial change. This is in contrast with the more traditional work, based on processes, which operates on an ongoing basis, creating the same products or services over and over again.
What is Project Management? (Project Management)
Project Management is the discipline of organizing and managing resources so that a given project is fully completed within the constraints of scope, time and cost raised to its inicio.Dada the unique nature of a project, in contrast to the processes or operations of an organization, managing a project requires a different philosophy, as well as specific skills and abilities. Hence the need for discipline of Project Management. Project management involves running a series of activities that consume resources such as time, money, people, materials, energy, communication (among others) to achieve pre-defined objectives.
Project management provides a framework to meet the objectives of the organization using a structured and controlled. Essentially, it comprises a series of techniques, tools and methodologies allowing the manager and his team carry out a project that:
§ Meet customer needs
§ is kept within budgetary limits. § Be
completed on time. §
Bring benefits to the company.
The role of project manager is of great responsibility, being responsible for directing and supervising the project from start to finish.
Some of its main duties will include: defining the project, plan, get management support, join the human capital, obtain resources, define the operations, monitoring the project
feature of a Project:
§ Have a beginning and an end.
§ Have a clear timetable implementation. § Consider
one time. §
Need the concurrence of several persons on the basis of specific unasnecesidades.
§ Having a limited set of resources.
Rules for the direction of a project:
§ Establish a Grand Design.
§ Determine Project Objectives.
§ Establishing checkpoints, activities, relationships and time estimates. §
graphically Draw the outline of the project. § Direct
people individually and as a project team.
§ Strengthen the sense of moral responsibility and the project group. § Keep informed
all made items. § Revitalize
the band members by building consensus.
§ Mobilize the power for themselves and other items of equipment.
§ Encourage risk taking and creativity.
SIX SIGMA - THE NEW PARADIGM OF INTERNATIONAL
Popularized by Motorola, such as philosophy, management method and tool to improve performance, increase profitability and increase customer satisfaction, many organizations around the world are turning to Six Sigma. Six Sigma was born
rigorous information-oriented approach to solve problems and improve processes, focusing on what is most important to customers, resulting in better performance and greater profitability. In the decade of 1980 to respond to the growing number of complaints from its sales force due to warranty claims for defective products and the increasing pressure on them by the competition.
The main objective of Six Sigma is to achieve a perfect performance, zero defects, where what is meant by defect is anything that causes customer dissatisfaction. Consequently, many traditional ways of measuring success simply do not apply. Customers do not judge the performance of a company based on an average, but in each individual transaction.
The methodology consists of 5 phases: Define, Measure, Analyze, Improve, Control, and its common abbreviation is DMAIC.
1 .- Define: Identify, evaluate and select projects, develop the mission, select and launch the team.
2 .- Measure: This involves the characterization of the process or processes affected by examining their performance / current ability to meet key customer requirements of this process. At this stage, documenting the possible failure modes and effects are produced while the first theories on the causes of malfunction.
3 .- Analyze: We performed the data collection plan and then proceeds to analyze them with the aim of establishing and determining the vital few causes of the failure of the process. 4 .-
Improvement: Is this the phase where you determine and implement solutions for the process to achieve the expected results.
5 .- Check: It consists of designing and documenting the necessary mechanisms to ensure that gains are sustained after the Six Sigma project team has implemented the changes.
CONCLUSIONS
The creation of a structure, which determine the necessary and grouping hierarchies activities are performed in order to simplify them and their functions within the social group. Essentially, the organization was born of human need to cooperate. Men have been forced to cooperate to achieve their personal ends, because of their physical, biological, psychological and social. In most cases, this cooperation can be more productive or less expensive if you have an organizational structure.
is said that any organization with good staff work. It has been said, even that is appropriate to maintain some degree of uncertainty in the organization, because this way people are forced to work together to perform their tasks. However, it is obviously still capable people who wish to cooperate, work much more effectively if everyone knows the role to be played and how their functions relate to each other. This is a general principle, valid in business administration as in any institution. Thus, an organizational structure must be designed so that it is perfectly clear to everyone who must perform a certain task and who is responsible for certain results, in this way eliminates the difficulties caused by the uncertainty in the allocation of responsibilities and achieves system of communication and decision making that reflects and promotes the objectives of the company. Most mergers and acquisitions are isolated events that companies promote with great effort. Very few companies that process repeated enough times, and to develop a model. Usually mergers are not generally considered as a process, something that can be played, but as something to be done as quickly as possible for everyone to return to their daily work. The tendency to consider mergers as a unique event in the life of a business, is often reinforced by often painful experiences that cause anxiety and uncertainty. Generally may involve loss of jobs, restructuring of responsibilities, career truncation, loss share of power and other stressful situations.
Within the merger model mentioned the "Model Explorer" or "Wheel of Fortune", divides the process into four phases of action beginning with the work done before closing the deal and continues to complete the assimilation. Within each of these phases there are several stages. Finally, each phase of action includes several best practices and concrete steps that help managers to advance the process. Also defined leadership as the influence of a person on a group of people through communication to achieve the goal of the organization. A good leader must know any situation because the organization always will be threatened by conflicts that can be both internal and external is why the importance of contingency theory. Traditional project management has always given great importance to the process of timing, cost and procurement of resources and services, basically this is how the project management itself and over time has been expanding into other areas knowledge. The Six Sigma
more than a formal program or discipline, a philosophy of work that can be shared beneficially by customers, employees, shareholders and suppliers. It is essentially a customer-centric methodology that eliminates waste, increases the levels of quality and dramatically improves the organizations' financial ratios.
A Process is the set of systemic activities that are organized in an organization to meet specific customer demands either a good or service, who ultimately sets the desired quality parameters and ensures that the changes meet the targets provided by the organization overall. There are several types of processes such as Business Process, Finance, Rectors, Operational Management and Process Reengineering, which were explained in detail, and we have taught its importance in the administration daily business.
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