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WORKSHOP 6

The next workshop was held with the participation of the group composed by Eleazar Contreras, Raiza Trumpeter, Elizabeth Villamizar, Miguel Herrera and Magbriel Verdú. People who formulated the questions presented below and in turn we responded similarly.

1 .- Why are major policies and plans in an organization? Answers

Group: They are important because they help meet business objectives help to delegate authority in the organization. Help employees to have a guide to perform the duties of the administrative process. Help making decisions. Help motivate and encourage the employees creating a sense of belonging and a vision of what you want to become.

This response by the group us the No. 6 team we agree, since policies and develop plans of a company fulfilling the mission and vision of the organization. The policies set the tone of the organization should be, so as to help meet internal standards overall and for each department, promote uniformity and stability in the decision-making help the delegation of responsibilities to each employee of the organization. The plans, as all those activities to be undertaken to achieve the objectives organization, created in the employee a sense of belonging and guidelines dictate that each employee must perform to achieve the objective.

2 .- Overall, what the Delphi Method?

Group Response: The Delphi method is a tool that allows the manager to have an objective vision of the future, a vision of the field of study to get an idea of \u200b\u200bhow it will be the environment. This view is obtained through an answer without pressure, since this method ensures anonymity. We

No. 6 team, we agree with the description the group offered on the Delphi method, for us this method is:

Delphi is a predictive method, which takes place through a series of surveys aimed at a group of experts to investigate. It is a method that guarantees anonymity, allowing responses are not distorted or made as the effect of other colleagues. This method is performed under the integration of three blocks or areas: ü
Working Group, who plan, manage and will develop the event. Choose the panel of experts and technical team. Ü
Task Force, will also include specialists who conducted the surveys to be sent. Analyzed the responses of the expert panel and conduct reports for these responses, and the conclusions and final report of the investigation. Ü
Expert Panel, who answered the questionnaire, as well as analyzing the responses of other members of the panel and give their opinions. They are on the right and duty to defend his point of view.

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UNIT 4 SKILLS WORKSHOP IN DECISION-MAKING WORKSHOP

1.-What are the alternatives and indicate their importance. Examples.

The alternatives are all the likely solutions to a problem, which has made a study and possibly to solve the problem with certainty. Can also be defined as the number of options not specific objective, structure (other plans) that are provided by a work team to address an issue already determined.

Its importance lies in the number of alternatives which could provide the team and in the evaluation of these potential or better alternatives to determine which one is the most convenient and satisfactory solution to the problem, it is evaluated Based on the benefits to themselves of the problem to solve.

Example: In an organization
international shipping is a problem that requires that management decision. This problem follows:

The company receives a packet that has to be the next day in the city of Miami, one of the employees to have him in mind so that you will not forget, it departs from the batch of packages Shipping which leave the next morning, with the intention of sending to the transport that travels the same afternoon to the airport.

When the office manager realizes he is not sent the package had to be in Miami the next day is the problem which has to be solved.

The manager looks for alternatives to their employees to solve the problem and raises the following:

or sent overnight to arrive one day later than planned. Ø
not ship and returned to the sender.
or sent the package with a staff of the organization to Miami. Ø
is paid a freight urgently with a commercial aircraft to arrive the same day.
or used the services of another agency for international shipping.
or what is called the organization that sent the packet and explain what happened.

manager to be with all these alternatives, has the opportunity to study all the pros and cons (including an expense that does not involve excessive and comply with work permit) on each of them in order to select the most profitable contribution to the organization and that leads to customer satisfaction.


2 .- Explain that they are and what criteria are criteria that should be considered for decision making.

are the basis on which the manager of a company will make decisions at the time. These should be specific, explicit objectives and to avoid handling so that when making decisions are more conducive to an alternative to another.

Taking into account the above we can highlight the following criteria for effective decision making:

Ø Focus on what really matters, ie in solving the problem.

Ø Perform the process in a logical and coherent. Ø

consider both objective factors and subjective and using a structure of analytical and intuitive thinking.

or collecting the information necessary to decide or choose, all alternatives must be properly supported with actual figures give us a current view of the situation.
Ø Collect the information, opinions, etc.., Which have been formed around the election, although the final decision is taken by the manager of the company, the entire team worked together to bring to practice, which requires that each team member as their perceptions and sit in front of the chosen alternative and in turn the rich.

flexible or directly before, during and after the process, that is, to quickly identify those activities that require a process setting or be changed if needed, and also collect information on the effect caused in the environment that a particular alternative in solving the problem.

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UNIT 3 - CREATIVITY IN DECISION MAKING



the book Six Thinking Hats by Edward de Bono

The Blue Hat Thinking

's book Six Thinking Hats Edward De Bono, describes how the man may think and the errors that often make for not ask and think about a problem in an organized manner.

This author gives us a very important business tool that can be applied in all aspects of human life (work, personal, economic, etc.). In this book he explains that any issue or problem can and should be approached from several points of view separately, in a kind of mental map or in writing in order to correctly translate all our ideas and get a better result.
Edward de Bono, assign a color to each form of thinking that allows us to identify a feeling or position, is how the White represents the objective, the feelings Red, Black negative aspects of a case or settlement, the Yellow is the counterpart of the black all the positive aspects which carries a desicion, Green represents the creativity and the idea will be formed and finally taking shape and Blue, who is the hat of control, of which more deeply below.

blue hat thinking dictates the parameters, guidelines or whatever it is, implanting the structure to follow to solve a particular problem (in which intervene given time each activity development of the project), for this reason, this gives you the opportunity to address the ideas of the other five hats of thinking to reach the goal.

also allows you to make corrections and re-channel inputs of the working group if you see that are no longer focusing on the problem and also ask for more input of ideas if he sees that he still needs more data to make the final decision.
blue hat thinking is closely connected with the figure of the manager of an organization or company, in fact, in the Book of Edward de Bono Six Thinking Hats, identifies the thinker of blue hat as a "leader" or "choreographer".

Taking this to the creativity of making decisions, the Manager will use the input, opinions, views, and even feelings of his team to take a broader view and reach a conclusion that allows making a decision about which plan of action to implement or appeal against a particular problem. Along the same line manager as a thinker of blue hat, he will be who, once the process chosen by the plan, will ensure that each task or steps be performed as specified, implemented when deemed appropriate corrective and routing or lining up to your computer when it senses that are spreading or away the initial objective.

If we focus on the thought of blue hat to the topic discussed in class as part of the workshop held on 16.10.2007, the conversion of Bolivar to the Bolivar Fuerte, we can focus, as indeed it did, in two ways:

to direct the study group, so we carried out a consistent and focused participation as a team all to a single theme, and each group contributed their opinions and views set to the color of his hat was his due.


Aimed at discussing the problem itself, in the case of blue hat thinking, would be represented by the governing bodies responsible for carrying out all the work of converting and distributing the entire Venezuelan society about the new currency system. Watching every public or private entity meets the parameters already designated, such as for example, publish both representations of the coin, ie the price or value specified in Bolivars (Bs) and strong bolivar (Bs F.). Also, apply corrective or penalties for those entities that are not complying with the already established and equally vigilant, that all information relating to the subject is made available and may reach all people.

In conclusion, it should be noted that each person can wear a different hat if required for find the solution and working structure of a problem. You can also swap colors of thoughts to give their views and enrich the work table with their contributions.

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SIX THINKING HATS - ANALYSIS OF EDWARD DE BONO WORK

INTRODUCTION The following paper has been produced to complement the workshop that the Group No. 6 - Blue Hat, has to lead, using the method described in the book Six Thinking Hats, using creativity and different ways of thinking, applied to the subject under discussion The Conversion of Bolívar Bolívar Strong.

Blue Hat Group dynamics begin to key questions related to the timely topic of discussion and each group will provide their opinions and views set to the color of the hat where it belongs.

The workshop's success will depend in part on the cooperation of the other teams to follow the guidelines of the Blue Hat group.


ABOUT THE AUTHOR

Edward de Bono was born in Malta in 1933. He graduated in medicine, psychology and physiology at the universities of St Edward, Malta, Christ Church, Oxford and Cambridge in England. Traditional thinking has to do with the analysis, the trial and the argument that it was sufficient in a stable world. However, sometimes a changing world standard solutions may not work. There is a need of thinking that is creative and constructive and Edward de Bono has provided methods and tools for this new thinking.

SIX THINKING HATS FOR

is a powerful technique that is used to analyze a decision from several important viewpoints or perspectives. This forces a change in the usual way of thinking and helps us to form different views of a situation.
Many successful people think from a very positive view rational. This is part of why they are successful. Often, however, fail to see a problem from an emotional perspective, intuitive, creative or negative. This may mean that they underestimate the strength to plan, fail to make creative leaps and do the necessary contingency plans.

Similarly, pessimists tend to be overly defensive. Very sensitive people may fail to see a calm and rational decision.
If we see a problem using the technique of the "Six Thinking Hats", then we can solve the problem using these approaches. Our decisions and plans will mix ambition, skill in execution, sensitivity, creativity and good contingency planning.

The blue hat is the one who sets the standards across all six hats.

Each hat is a different style of thinking:
White Hat: With this thought we should focus on the available data. See the information we have and see what we can learn from it. Pay attention to "gaps" in our understanding of the situation and try to fill it or at least take account of them. In this time when you can analyze past trends and extrapolate the historical data.
Red Hat: 'placed' the red hat, we can look at problems using intuition, the reaction interior, and emotion. We must also try to think about how other people react emotionally. Trying to understand the response of people who do not fully understand our reasoning.
Black Hat: Using black hat you can see all the bad points of a decision. This is to see why it might not work. This thinking is important because it highlights the weaknesses of a plan, which allows to eliminate, change, or prepare a contingency plan to account for them. The black hat helps us to plan more 'strong' flexible '. It will also help locate the fatal flaws and risks before embarking on courses of action.'s Hat black is one of the real benefits of using this technique - many successful people tend to always think positively, which often can not see the problems ahead. This leaves them unprepared for the difficulties.
Yellow Hat: The yellow hat helps to think positively. It is the optimistic view that help you see all the benefits of a decision and the value in them. The yellow hat helps to continue when everything looks gloomy and difficult.
Green Hat: The green hat is for creativity. This is where you can develop creative solutions to a problem. Is a free form of thought in which there is little or no room for criticism. Some techniques to develop creativity can be used at this time.
Blue Hat: The blue hat is the process control. This is the hat used by people who run a meeting. When difficulties arise because the ideas do not appear, may direct the activities towards the green hat. When contingency plans are needed can lead to the black hat, etc..

These methods that Edward de Bono has proposed to teach us to think more effectively. Creative thinking through the six hats hats is good because we allow:
play a role: As someone in a group "gets a hat" is representing a role, and therefore is somehow breaking free of the ego defenses, which are responsible for the practical errors of thinking. Directing attention
: "Wear a hat" means to direct attention toward a conscious way of thinking, which gives any case six different aspects. Create
flexibility: Asking someone, even yourself, put on a hat, is being asked to change modes, stop being negative or read you are consenting to be purely emotional.
Set ground rules: The Six Hats provide a certain rules for the "game" of thinking and particularly to the form of thought that deals with mapping as opposed - Or different, to discuss

HOW TO USE THIS TOOL
We can use this technique, for example, at meetings or in our own decisions. In those meetings have the benefit of avoiding confrontations that often happen when people with different ways of thinking discussed the same problem.
Here are some benefits of the six hats method:
allows the legitimate expression of feelings and intuitions in a meeting without justification or apology. "This is what I feel."
provides a simple and direct way thought without offending switch. "How about a little yellow hat thinking about this?"
requires that all thinkers are able to use each of the hats instead of staying closed on just one type of thinking. Separate
performance ego in thinking. Frees the mind escapes from the arguments for and against and allows participants to engage in a capacity to explore a topic more thoroughly.
provides a practical method of thinking to use different aspects of thinking in the best possible sequence. Make
constructive exploration.
ago much more productive meetings.

The hats are more effective used at times - using a hat at all times to obtain a certain type of thinking. When necessary explore a topic thoroughly and effectively, you can create a sequence of hats and then use each one in turn:
"I suggest we start with white and then change to green and ..."

The Blue Hat is used to compose these sequences, to comment on the kind of thinking that is occurring, to summarize what has been thought and conclusions. The Six Hats can be used individually, in meetings, writing reports and in many circumstances.

THE SIX HATS METHOD APPLIED TO THE SUBJECT OF "CONVERSION OF THE BOLIVAR BOLIVAR FUERTE "


As is known to all, from 1 January 2008, became effective use of the Bolivar Fuerte, replacing the current Bolivar.

the next few minutes the different groups will use the methods of Six Thinking Hats, to further address all matters relating to the "Restructuring of Bolivar to the Bolivar Fuerte.

To do this, you should do the following:

Find the information available about the monetary reform such as: why, how it will be, implementation date, method used, missing information, distribution of notes and coins, exchange at banks, technological adaptation, recording invoices
analyze the feelings, reactions, thinking it will cause in society, individuals, businesses, denial of change, apart from losses due to rounding figures, many coins / weight involved. Cover
everything negative that can bring this conversion such as high cost and additional work in companies, uncomfortable to use and get used, why it would not be good, impact on inflation, where prices and low rates, checks issued in 2007 and collected in 2008, conversion of account balances with different closing date 31.12.07. Document
good and the benefits on the conversion such as less zeros in the denomination to write the amounts, alleged economic stability ...
Other ways have made the whole process.
How to control the conversion process, have action plans with clear targets, deadlines, inform people, educate them about the process, published in the print media and relevant information, implement modules of help and information.


HAT BLUE PAPER TOPIC RELATED TO THE CONVERSION OF BOLIVAR BOLIVAR FUERTE

The members of Team Blue Hat will be the leaders and thus make the leadership role of the workshop. The result is not known which would be as there were no meetings with all participants to share information, ideas or parameters.

However, to begin the debate, the Blue Hat Team to the other teams will key questions related to the topic and then invite members of the Teams of the other colors of hats in order to expose the information prepared concerning the subject under discussion.

Blue Hat Team should be aware of the contributions of the other teams to see if they are on track. In this sense would be fulfilling the role of leader as it should be using the Hat Blue, according to the book Six Thinking Hats.


CONCLUSIONS

"Six Thinking Hats" is a good technique to see the effects of a decision from different perspectives. Allows or requires sensitivity and skepticism to bring in what would otherwise be purely rational decisions. Opens an opportunity for creativity in decision making. Technique also helps, for example, people who are constantly pessimistic to be positive and creative.
planning technique developed with the "Six Thinking Hats" will be more convincing and elastic that it could be otherwise. They can also help avoid misinterpretations in interpersonal relationships, and give good reasons for not following a course of action before committing to
.

Regarding the application of the Six Thinking Hats to the situation of the Conversion of Bolivar to the Bolivar Fuerte, we have noticed that has really helped us focus on issues that perhaps normally we would have missed.

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Administrative Procedures Unit 6, Planning, Unit 5

ADMINISTRATIVE PROCESS THEORY

The administrative process includes interrelated activities: planning, organization, direction and control of all activities involving human relationships and time. There are some other criteria
various classical and neoclassical what are the stages of the administrative process.

THE ADMINISTRATIVE PROCESS

The various functions of the administrator, together make up the administrative process. For example, planning, organization, direction and control, considered separately, constitute the administrative functions, when taken as a whole to achieve goals, make the administrative process.


PLANNING "Planning is the first step of the process administrative whereby a problem is defined, analyzed past experiences and plans and programs clog "


ORGANIZATION" Organization is coordinating the activities of all individuals who make up a company with order to obtain the maximum possible use of material, technical and human resources in achieving the goals that the company pursues "ADDRESS


direct operations involves the cooperation of the effort by subordinates, to obtain high levels productivity through motivation and supervision.

PERFORMANCE.
To carry out physical activities resulting from the steps of planning and organization, the manager must take steps to initiate and continue action required for members of the group running the task. Among the common measures used by the manager to put the group in action are directing, developing managers, instructing, helping members to improve their work as well as through their own creativity and compensation for this.


CONTROL Control is a process by which management makes sure whether what is happening matches what that is supposed to happen the contrary, it will be necessary to make adjustments or corrections.



POLICIES Policies are guides to guide action, they are general guidelines to observe in making decisions, a problem that repeats itself over and over again within an organization.
In this sense, policies are general performance criteria that help to achieve the objectives and facilitate the implementation of strategies.

CLASSIFICATION OF STRATEGIC POLICIES


are made at senior level and its function is to establish and issue guidelines to guide the company as an integrated unit. Example: "Employees who work in the company will be able to move up a place, according to their efficiency and seniority." TACTICS

are specific guidelines that relate to each department. Example: "The department will determine production shifts to suit your needs, following the laws." OPERATING

apply mainly in the decisions that must be implemented in each of the units comprising a department. Example: "Section of shifts, to occur a failure in the computer, you should report it immediately to the supervisor on duty or appropriate, the maintenance department.
policies, not interesting their level, must be interrelated and contribute to achieving the aspirations of the company, also, the wording should be clear, accessible and realistic content, so that its uniform interpretation.

IMPORTANCE OF POLICY

Facilitate delegation of authority.
· To motivate and encourage staff.
Contributes to achieving the objectives of the company.
• Provide uniformity and stability in the decisions.
· Indicates staff how to act in their operations.



PLANS Plans are the result of the planning process and can be defined as drawings or detailed outlines of what will be done in the future, and the specifications necessary to achieve them.


TYPES OF PLANS STRATEGIC

are the ones who set the general guidelines for planning, serving as a basis for other plans (tactical and operational) are designed for senior members of the company and its function is to govern the collection, use and disposal the resources necessary to achieve the overall objectives of the organization are long term and include across the enterprise.

TACTICAL OR FUNCTIONAL.
They determine more specific plans relating to each of the departments of the company and is subordinated to the Strategic Plans. Are established and coordinated by middle managers to implement enterprise resource. These plans for its establishment and implementation are given in the medium term and cover a specific area of \u200b\u200bactivity. OPERATIONAL

.
are governed according to the guidelines established by the Tactical Planning and its role is the formulation and allocation of more developed activities to be run past hierarchical levels of the company. The operational plans are short term and refer to each of the units into which an area of \u200b\u200bactivity.


THE ROLE OF COMMUNICATION IN THE PROCESS OF MAKING

Among the many factors affecting the process of strengthening an organization's communication is of paramount importance.
Without a communicative exchange, plural and diverse, does not promote active engagement with the goals sought. Neither strengthening the sense of common destiny on which to base joint efforts, and membership, effective and instrumental to the different objectives in is focused organization.
now tend to seek new models of development in the communications that are able to connect the goals of the organization in different departments of the organization in order to achieve the goals set by the organization.

COMMUNICATION Communication is an interpersonal process is the first step to a communication where there are excellent things in common. The principles of communication. Before we begin, we must learn to communicate and for this, we must handle the same concepts.
No matter the size of the company, everyone needs to address or adopt strategies to each of the elements involved in internal communication to flow quickly between them.
From its inception until today, organizational communication has been a material change to the development of models of corporate governance. Therefore be taken into account such changes when a proposal for the story to management internal communication is concerned.
communication shows a high level of empowerment and excellent resource for improving elements of climate and organizational culture, communications policy emerges as an important reference management XXI century organizations.
communication now seems to refer to a central concept in life organizations. This phenomenon occurs in all organizations regardless of their type or size, and is without doubt the most important social process as it is connected to any form of human relationship, which is why it is impossible to imagine any non communication .
Upward communication refers to messages that employees send their managers or others who occupy senior positions within the organization.
information and employee participation is essential to achieving business goals. In today's society in which economic changes in the market will happen very quickly and are constant and unexpected (Mergers, constant introduction of new technologies, globalization) Corporate Communications
covers external and internal communications that take place in an organization to meet their business objectives. External Communications, are the relationships established by the company with external actors such as media, civil society organizations, government, among others.
Currently there are a number of organizations, mainly medium and small, who associate the "Corporate communication management (GCC) to" difficulties. " I perceive these difficulties would focus on three key aspects.
. The first is the tendency to associate the internal and external communication "expense."
. The second is to relate this communication to the outside with "Advertising."
. The third aspect is given internally, and refers to one of the main challenges for senior management in implementing an internal communication strategy (GCI), the open spaces of expression and that they exit from the central control and therefore threaten to diminish their power. The origin of these visions lies in both practical and conceptual situations, the issue is that I think still, who are dedicated to communication management, we have failed to explain clearly the contribution of the GCC, so that a greater number of public and private corporations, have access to the opportunities offered by this organizational discipline.


PLANNING AS A TOOL FOR MAKING DECISIONS

"Planning is a process of decision making to achieve a desired future, taking into account the current situation and the internal and external factors that can influence achieving the objectives "
also involves a process of decision making, a process of anticipation (anticipation), visualization (representing the desired future) and the preset (to take actions to achieve the concept divine the future.) Every plan has three characteristics: first, it must relate to the future, secondly, it should indicate actions, third, there is an element of personal or organizational causality: Futurism, action and personal or organizational causation are necessary elements of any plan. It is about building a desired future, not guess.
decision making in an organization invades four administrative functions: planning, organization, management and administrative control.Funciones within the organization to make decisions:

Planning: Selecting missions and objectives as well as actions to perform. This implies "decision making."
What are the objectives of the organization in the long term? What strategies are best to achieve this goal?
What should be the short-term goals?
How high should be the individual goals?

Organization: Establishment of structure played by individuals within the organization.
How much centralization must exist in the organization? How
posts should be designed?
Who is best qualified to fill a vacancy?
When should an organization implement a different structure?

Address: This function requires administrators to influence individuals to comply with organizational and group goals.
How do I handle a group of workers who seem to have a low motivation?
What is the style of leadership more effective for a given situation? How will a change specific worker productivity? When is it appropriate to stimulate conflict ?

Control: The measurement and correction of performance individual and organizational so that plans can be achieved.
What activities in the organization need to be controlled? How should these activities be controlled?
When is significant deviation in performance?
When the organization is endeavoring des effectively?
Planning, under the strategic approach is conceived as a process by which decision-makers in an organization, analyze and process information in its internal and external evaluating the different situations related to organizational enforcement to anticipate and decide on future directionality.
In most of the definitions that the authors suggest planning around the following characteristics are more or less common:
Planning is a methodology for making decisions.
planning attempts to optimize the achievement of objectives.
is planning to objectives consistent with the availability of resources and needs.
Planning is thinking of this to make it reflect on the future.
Planning is a social process.
Planning is a deliberate effort to change an unsatisfactory situation.
try to choose rationally planning alternatives that best fit the values \u200b\u200bof those who choose.
planning becomes a tool of management, negotiation and organizational control. In this regard, the plan to orient decision-making, as it contains a number of decisions scheduled to run in the future. In considering the objectives and the path ahead of the search for consensus among stakeholders, the plan allows you to communicate the expectations and aspirations of groups and individuals in the organization. Finally, the plan identifies goals and indicators that have become standard references or control management.
In terms of process, the various authors pose the same composed of several stages, some sequential incorporating feedback from other stages. All authors agree that the process begins with a diagnosis, study or investigation of the situation or actually planning. Subsequently passed a stage of planning, preparation or formulation of alternatives to be discussed and decided collectively to go after a stage of implementation or enforcement and control. Finally, after implementing the plan is appropriate to its evaluation. In short, the process is proposed in the following stages:
diagnosis, study or research of reality.
programming, development or formulation.
discussion and decision.
execution or implementation.
Control.
Evaluation. As shown
all stages, they overlap with other administrative processes. The execution or implementation of the plan is for more management process that takes as input the aspects formulated to be carried out. The control is a process related to planning but it has its own method and evaluation is a mechanism of control. Hence, in this case, only accepted as planning stages of diagnosis, scheduling, discussion and decisions options that will be part of the plan.
The process can be summarized in two main phases that incorporate communication and the respective decisions. These phases are analysis and design. In the first phase, the team plans to define the problems to be solved, describes establishes the relationships among these, the diagram to communicate in summary form, the hierarchy and selected critical nodes. Once agreements are reached on what should be appropriate to meet design goals and strategies for resolution. The objective relates to the overall situation is expected to reach the end of the plan and strategy is presented as the combination of resources, procedures and history forward from the present situation to the situation defined target
This planning leads to five basic aspects namely
• Definition of objectives • Determining Goals

• Future Trend Analysis

Solutions • Search • Anticipation Similarly
problems planning is well defined purposes:
• Drive the organization toward achieving expected
• Minimizes waste and redundancy
• Sets standards for exercising control
• Reduce the level of uncertainty


APPROACHES PLANNING

There are different approaches to planning: Planning

• Traditional: methodical process to get action, taking into account the decisions
• Situational Strategic Planning: Calculating presiding and precedes the action up to the situation that the actor wants.
• Corporate Strategic Planning: Allows continuous measurement results from the allocation of resources
• Rational Analysis: A method for structuring problems and decisions under conditions of complexity, uncertainty and conflict
• Cognitive maps
• Soft Systems Methodology
• Strategic Selection
• Flexibility Analysis metagame
• Analysis • Prospects


"IMPACT" IN DECISIONS

DECISIONS IN ORGANIZATIONS
Currently, many decisions within organizations, are made without explicit consideration of the stages of this process or the quantitative and qualitative methods in the various branches, and traditions, habits, customs, own intuition and experience of a manager play an important role in how problems are solved.
Schein, states: "decision making is the process of identifying a problem or opportunity and the selection of an alternative between several existing action, is a key diligent activity in all types of organization."
Rationality in decision-making
Most who have this responsibility to try to make decisions within the framework of rationality, although this is not always possible because they face a real world, very complex, where the limited information , time and uncertainty considerably limited rationality. Changes that occur
since the last century in the economic, social, cultural and market lead to all organizations manage information, a remarkable transformation that is the knowledge base, we are experiencing a new era, "Era of knowledge." They use the computers to provide specific information.


CLASS OF DECISIONS DECISIONS PLANNED

are those that are taken frequently, it is repetitive and becomes a routine to take them. In these decisions the person making the decision does not have the need to design any solution, but simply applies the above has been followed. Programmed decisions are taken in accordance with policies, procedures or rules, written or unwritten, that facilitate decision making in recurrent situations because they limit or exclude alternatives.

UNSCHEDULED
DECISIONS Decisions unscheduled address unusual or exceptional problems. If a problem is not presented often enough to be covered by a policy or if it is so important that it deserves special treatment, should be handled as an unscheduled decision. As
up the hierarchy of the organization, the ability to make decisions unscheduled increasingly important. Therefore, most development programs for managers seeking to improve their skills to make unscheduled.

MAKING DECISIONS
The decision-making process presented here should be an assumption must be made in a rational or "as it should be done." This rationale must be consistent with a model policy means making decisions according to the criteria of cost and benefit. That is, the activity only when the expected benefits outweigh the costs partners, so it performs that activity that provides the most useful. In this context the utility as opposed to the benefits and costs associated with a measure of welfare or improvement which involves quantifying the options provided.

STAGES OF DECISIONS

The decision-making process does not occur continuous, but consists of various activities that occur at times different in cycles, the existence of different stages and different requirements in each of them, indicate that the systems must have multiple internal capabilities and must be flexible and easy to use. Simon in 1960 identified four stages in the decision-making:

IDENTIFY AND ANALYZE THE PROBLEM: The managers identify what the problem is occurring in the organization (the discrepancy of a real and desired), it makes a diagnosis of nature of the problem causes and consequences. AIS or MIS should provide details of the organization for analysis. The main activities are: collection, sorting, processing and presentation of data.

IDENTIFY AND ANALYZE DECISION CRITERIA: It consists in identifying those aspects that are relevant when making the decision, that is those patterns which depends on the decision taken. It is recommended to assign a value on the importance of each criterion in the decision taken, as all are important but not equally.

Often, the identification of the criteria is not done in a conscious way before the next stages, but the decisions are taken without explaining them, from personal experience of decision makers.

alternative solutions: involves developing different solutions to the problem. While it is not possible in most cases know all the possible paths that can be taken to solve the problem, the more alternatives are going to be much more likely to find one that is satisfactoria.Para generate lots of alternatives is necessary significant share creativity. There are different techniques to enhance creativity, such as brainstorming .

EVALUATE AND SELECT ALTERNATIVES: It consists in choosing one alternative proposals so that the administrator can rely on tools information to calculate and monitor the consequences, costs and opportunities provided by each of the alternatives.

IMPLEMENTATION OF DECISION: At this stage the manager takes the decision into action and gives his report on the progress and solution. Should monitor the implementation of the alternatives.

EVALUATION OF RESULTS: After starting the decision is necessary to assess whether or not the problem solved, ie if the decision is having the result expected or not.

If the result is not expected to be watching if that should take a little longer to get results or if it was definitely the right decision in this case you must start the process again to find a new decision.


INFORMATION TO KNOWLEDGE

The decision-making process needs the information in addition to the qualities of who should make decisions. Information are processed data that have meaning (significance and purpose) and therefore are useful for who should make decisions to reduce their uncertainty and which will result in actions that have implications for the achievement of the objectives of the company called Organizational Performance.

Info -> Decisions -> Actions -> Organizational Performance

To Neil Fleming, a collection of data is not information. The pieces of data representing information according to the understanding of the extent of association among them, which can generate insight into around them. It represents what, the who, when and where.

CHARACTERISTICS OF INFORMATION
recognized as essential features for data quality and is the starting point in the decision making process are: FEATURES


WHY
Relevant gives
Improvement and decision making
Easy Access

Less Timely
get time from the occurrence of the event and information in the hands of the receivers. When short interval of time say that the information is
Accurate Real-Time Data Comparison
the actual event. The degree of precision required will depend on the context

cost effective utility that provides must be greater than the cost of obtaining
understandable unambiguous

Clara
Fair can not be altered or verifiable preconcebidamente
Reliable
must come from reliable sources. Several people can reach the same conclusion. Manipulated

should be easy to process and interpret
Measurable
Bravely, conjecture and rumors without the author's original source



USE OF MODELS A model is a simplified representation of a situation. Benefits are an economy in time and mental effort, easy to understand and modify. Thus from the findings of the model can inform decisions and actions . The main disadvantage is that it is possible to omit relevant variables or the relationships of the variables can be wrong what conclusions can lead to errors. For Therefore, there is a tradeoff between simplifying the model without omitting relevant variables.
As decisions are more complex it becomes necessary to use models. Generally, decisions can be made simple and repetitive in mind, and perhaps in an informal and intuitive. But if the problem is unusual or complex, spend more time thinking about it.

DECISIONS MODELS
will be described briefly theoretical models of contemporary decision-making:

RATIONAL OR CLASSIC MODEL OPTIMIZATION: A person has goals or objectives and function utility or preference that allows you to classify all possible actions according to the contribution of these to your goals. Finally, the person selects the highest value alternative in terms of functions pay. Assumes perfect information, clear goals and high cognitive ability.
MODEL OF SATISFACTION: Believes that people avoid new and uncertain alternatives and instead, rely on certain rules and tested. This model is chosen by the first alternativa lo "suficientemente buena", es decir, aquella que satisface y es suficiente. Suponen información incompleta y metas claras.
MODELO DE PRONÓSTICO: Los responsables de la toma de decisiones utilizan modelos de predicción como mecanismos de soporte en el proceso de toma de decisiones. Esto es con el fin de poder investigar el impacto de acciones retrospectivas en diferentes cursos; es decir "como si" la decisión ha sido tomada en un curso de acciones. Por esta razón, la secuencia de pasos en el proceso de modelado en la figura anterior debe ser considerada en orden inverso. Por ejemplo, los outputs (que es el resultado de la acción) debían ser considerados primero.


model to optimize decision-making describes how people should behave when making decisions to maximize the model to optimize resultados.Pasos:
Recognize the Need to Take a decision.
• Identify the decision criteria.
· Assign a weight to these criteria.
Develop the best alternatives.
• Assess the alternatives.
· Select the best alternative.
· Is oriented goals.
· We know all the options.
· The preferences are clear.
· The preferences are constant
• The final selection maximizes the result.

The simplified model of reality seems
according to existing evidence that most of the decisions makers used a simplified model of reality. When faced with situations similar to others that have been resolved in the past, used the same strategy if they succeeded, and opt for a new method if the previous strategy did not yield good results.

ENVIRONMENT OF DECISION-MAKING MODELS
management decisions are based on the administrative aspects of an organization. Organizations are complex open systems dynamic and constantly adapting to the environment. Therefore, we must take to handle models that reflect reality and simplify reality in such a way that allows rescuing the relevant features to support decision making.
In the field of decision theory, models can be classified into 4 different categories depending on the ability to predict the consequences:

Under Certainty: Deterministic Model
is predicted with certainty the consequences of each alternative as they evaluate their relationship cause and effect. It is more common in operational decisions. Decisions are sound and generate good results, ie without risk. Under uncertainty

- Probabilistic Model
There is no knowledge of the probabilities of events .- Result uncertain future. Consequently, decisions may not produce good results.

Low Risk.
The consequences depend on a probabilistic event and is common in high-level strategic decisions and planning. The decisions made under conditions of risk are basically games where you assign probabilities to events and working with the expected values \u200b\u200bof their results, "what would happen on average." However, many decisions can not rely only on their monetary contributions, since the risk, for example, is valued by people and should be reflected.
obviously not sufficient to produce a tool to document and monitor success. Without proper implementation and leadership, creating a measure of behavior simply will remain a practice rather than a system to manage change.
Many decisions in organizations are taken in groups, especially those that have a material long-term impact on the activities and personnel of the organization. Group decisions provide complete information. There is some truth in the axiom that two heads are better than one. A group provide a variety of experiences and perspectives to the decision process, which does not happen with an individual acting alone. The groups also generate more alternatives, because the groups have a greater number and diversity of information, more choices can identify an individual separately, this is more evident when group members represent different specialties. In addition, the group decision increases the acceptance of a solution, many decisions that fail after the decision is final because people do not accept the solution. However, if those who are affected by some solution and help implement those involved in decision making, is likely to accept the decision and encourage others to accept it. Finally, this process increases the legitimacy.
There are several disadvantages in group decision making takes time to assemble a group. Furthermore, the interaction that happens once the group is in place is often ineffective. The result is that groups usually take longer to reach a solution which would lead a person to do it separately. The group members are never quite the same. They may differ in level within the organization, experience, knowledge about the problem, be influenced by other members as well as verbal skills, assertiveness, etc.. This creates the opportunity for one or more members to use their advantages to dominate others in the group. A dominant minority group often has a disproportionate influence on the final decision. For earlier above, is that it is necessary to have a well defined technical conduct of these meetings to keep North at the meeting, which is the solution to a problem or fulfilling a goal. These guidelines can be summarized as follows:

DRIVING OF A MEETING

Prepare and distribute an agenda before the meeting: an agenda defines the purpose of the meeting and the limits of plans between subjects s relevant analysis irrelevant. The agenda can also serve as an important tool for analysis prior to the meeting participants.
Consult with participants before the meeting to ensure appropriate participation: Allows each participant know that their input is valuable and would like to participate when he had something to say.
Establish specific time parameters for the meeting when it started and when finished: This helps to make the meeting point and focus on important issues. Keep
analysis focused during the meeting: The issues not scheduled on the agenda may not occupy valuable time of the meeting. If an issue is important, you may have to be a meeting to resolve their own agenda.
motivate and support the participation of all members: If you did a good job in the second step, participants should be ready to speak, but may need motivation during the meeting. Sometimes direct questions about their point of view can make them talk
Encourage the clash of ideas: Remember that you want to analyze all the information possible about a subject. Disagreements are fine, this means that different sets of opinion. It is best to try to resolve the differences now than later
Avoid clash of personalities: The disagreement can improve the process, but should be positive discrepancies. The differences due to personal disagreements are a disaster at a meeting
End the meeting with a summary of the achievements and the allocation of immediate activities: This allows participants to understand what happened at the meeting and possibly have to do before the next. In essence this is called planning.
also in group decision making, are often used a method or model to perform this work for discussion in an organized and maximize the time of the meeting. One of these methods and which is described below the method Delphi.


MÉTODO DELPHI

El método Delphi, cuyo nombre se inspira en el antiguo oráculo de Delphos, parece que fue ideado originalmente a comienzos de los años 50 en el seno del Centro de Investigación estadounidense RAND Corporation por Olaf Helmer y Theodore J. Gordon, como un instrumento para realizar predicciones sobre un caso de catástrofe nuclear. Desde entonces, ha sido utilizado frecuentemente como sistema para obtener información sobre el futuro.
Linston y Turoff definen la técnica Delphi como un método de estructuración de un proceso de comunicación grupal que es efectivo a la hora de permitir a un grupo de individuos, como un todo, address a complex problem.
A Delphi is the selection of a group of experts who are asked their views on issues concerning future events. Expert estimates are made in successive rounds, anonymous, in order to seek consensus, but with maximum autonomy of the participants.
Therefore, the predictive power of Delphi is based on the systematic use of an intuitive opinion given by a panel of experts.
is, the Delphi method proceeds by polling experts with the help of successive questionnaires, in order to make clear convergence of views and deduct any consensus. The survey is conducted on an anonymous basis (currently usually performed by making use of e-mail or Web questionnaires provided for that purpose) to avoid the effects of "leaders." The objective of successive questionnaires is "pointing lower median interquartile space." Therefore, overall the Delphi method will provide the most important changes that may occur in the phenomenon discussed in the course of the coming years.
To summarize the steps carried out to ensure the quality of the results, launch and analyze the Delphi should be:

PHASE 1: PROBLEM FORMULATION

is a crucial step in the realization of a Delphi. In a method of experts, the importance of precisely defining the research field is very large because it must be very confident that recruited and consulted experts have all the same notion in the field.
The development of the questionnaire should be carried out according to certain rules: The questions must be specific, measurable (eg deal with probabilities in preparation of assumptions and / or events, most of the time on performance data of events) and independent (the alleged conduct of one of the questions on a certain date does not affect the performance of some other issue).

PHASE 2: EXPERT CHOICE

The stage is important since the term "expert" is ambiguous. Whatever their titles, their function or hierarchical level, the expert will be chosen for their ability to face the future and having knowledge of the subject consulted. The lack of independence of the experts can be a disadvantage, which is why experts are isolated and their opinions are collected by mail or electronically and anonymously, so you get the real opinion of the nominee and not the opinion more or less distorted by a group process (this is to eliminate the effect of leaders).

PHASE 3: DEVELOPMENT AND LAUNCH OF THE QUESTIONNAIRES (IN PARALLEL WITH THE PHASE 2)

The questionnaires will be developed so as to facilitate, to the extent that an investigation of these features permits, the response part of respondents. Preferably
responses fluids to be quantified and measured (year of completion of an event, probability of realization of a hypothesis, a value reached in the future a variable or event.
issues will be developed to the extent of occurrence (probability) and important (priority), the date of completion of certain events related to the object of study: information needs of the environment, information management environment, systems development, evolution in costs, changes in tasks, need for training.
sometimes categorized responses are used (Yes / No, Long / Medium / Low; Strongly Agree / Agree / Not important / Disagree / Strongly disagree) and then treated the responses in percentage terms, trying to locate the Most respondents in a category.

STEP 4: DEVELOPMENT OF PRACTICAL AND EXPLOITATION OF RESULTS

The questionnaire was sent to a number of experts (Keep in mind the non-response and dropouts. It is recommended that the final group is not less than 25). Of course the guest is accompanied by a cover note which specifies the purpose, the spirit of Delphi, as well as the practical development of the survey (response time guarantee of anonymity). In addition, each question can be argued that the expert should assess their own level of competence.
The objective of successive questionnaires is to reduce the dispersion of views and agreed to specify the average opinion. During the 2 nd reference, the experts are informed of the results of the first consultation of questions and should give a new answer and above all must be justified in case it is highly divergent with respect to the group. If it is necessary in the course of the 3 rd query each expert is asked to comment on the arguments of those who dissent from the majority. A fourth round of questions, allows the definitive answer: consensus opinion of opinions mean and spread (interquartile ranges). CONCLUSION



The success of any company or organization depends largely on your team. It is therefore important to have well defined channels and eliminate as far as possible those barriers that supervisor and subordinate have and maintain a harmonious communication. Since all those crazy ideas that seem too can be the solution to a problem of tomorrow. Also a quick way to check the status of the company is using the same workers that can detect any irregularities in his department and so on time attack.
These views are often included in discussions of corridors but so many are gathered in formal meetings in which it is expected the participation and cooperation of all material equipment (read by substantial team leaders of each department and some workers in those departments highly qualified or have demonstrated experience in the area in which it operates. For the results of those meetings Expected is necessary to plan, as planned activities of the company (this shows that planning is a constant in all activities of a company or organization) and that these meetings are expected to get the answers or solutions to a particular case. For this reason within such planning should be all the guidelines and the focus points of the topic to discuss and above all eliminate those things that are not relevant at that meeting and they do nothing to delay the capture of that decision. It is also important that during these meetings the whole team to act in an objective setting aside personal appearance (personal grudges or shock) if any and try to address them at that time. The permanence of any company or organization depends on its reaction to changes in the environment constant times (eg if these companies are almost entirely influenced by technological advances, must be flexible enough to adapt to these changes and strong enough to avoid being crushed, literally by those changes.) This makes it necessary
necessary to adopt certain models depending on the nature of the company will help you be competitive and be on the tip of the iceberg. Certainly no magic formula or infallible but working with a database background is helpful.
On the other hand we have the Delphi method which has four successive stages of questionnaires, of which summarizes the responses to develop the following query, to reach a consensus outcome. After an initial test approach, the second refers to the experts should meet again seeing the results of the first and justify their differences with the group. The third visit, each expert was asked to comment on the argument that dissent from the majority and in the fourth turn claimed the final consensus opinion. Sought a consensus that will be cut short only if the positions are far apart, but also the pressure for compliance could prevent a good prediction.
This technique has the advantage of eliminating the effect other methods of leading experts, since respondents are anonymous to each other, but it is very important to carefully choose the correct result for the tests and clearly define the research field with specific questions, measurable and independent.

Ap Bio Lab Manual Lab 6 - Answers

Delphi Method Coach , Marketing, Total Quality in Organizations

COACHING IN ORGANISATIONS

DEFINITION OF COACHING

(TRAINING, TRAINING)

Coaching is derived from training athletes. It was John Whitmore, auto racing champion in England and Europe who with the help of two friends, athletes, coaching philosophy applied to the business world for over two decades.
Coaching is an essential tool for developing the potential of people and therefore, organizations today. It is a methodology designed to work with individuals to achieve results in their lives or in organizations where they work, who could not get for themselves and are committed to achieve. It is a discipline to improve performance at work, training personnel in proaction (anticipate rather than react) rather than the administration, while seeking to improve the quality of life and place the individual in a lifelong learning. The effective coaching is one characterized by positivism , confidence and rarely correction, which in turn is presented with the utmost restraint.

Coaching apply when:
· A poor or poor feedback on the progress of employees, causing poor work performance.
• When an employee of any area to be commended for the exemplary execution of a skill.
• When the employee needs to improve a skill within it work.

HOW DOES COACHING?

The coaching takes place within displayed a conversation where mutual commitments.
On behalf of the coachee (trained-trained): The commitment to an extraordinary result, the honesty of what happens, and their willingness to achievement.
On behalf of the coach (coach): The commitment to the outcome of your coachee larger than the coachee it.

reasons why coaching is important for companies:
· Facilitates people adapt to change efficiently and effectively.
· Mobilizing values \u200b\u200band core commitments of human beings.
Stimulate people to the production of unprecedented results.
· Renew relationships and make effective communication in human systems.
· predisposes people for collaboration, teamwork and consensus building.
· Uncover the potential of individuals, enabling them to achieve objectives that otherwise are considered unreachable.
The coaching is very focused on results, but for the coaches what matters is the people, because it is they who produce the results. Power in a coaching relationship is the authority of the coach, but in the commitment and vision of the people.

WHAT OR WHO IS THE COACH?

The COACH is nothing more than the leader who cares for planning personal and professional growth of each of the members of the team and his inspiring vision propio.Posee winning and important and that by example, discipline the responsibility and commitment , directs the team on the road to that vision turning it into reality, ie, is a leader who promotes team unity, not individual preferences and strengthens the relationship within the team to potentiate the sum of individual talents.

COACH Specific Features

Coaching is one of the functions largest managers, supervisors and leaders. The main functions can be listed:
1. Inspiring visionary leadership.
2. Talent coach.
3. Trained teams.
4. Accompaniment sellers in the field.
5. Performance Consultant individual vendors.
6. Motivator and mentor career development.
7. Manager teamwork.
8. Innovative strategist.

MARKETING

DEFINITION
As a scientific discipline, marketing is a set of principles, methodologies and techniques through which it seeks to conquer a market, help in obtaining the objectives of the organization and meet the needs and desires of consumers or customers. Marketing is one of the guidelines (or philosophies) with which you can manage the marketing or marketing of an organization. The marketing is defined as customer orientation or market orientation, and part of the customer or consumer needs, to design, organize, implement and control the marketer or marketing function of the organization. It also refers to a function or functional area of \u200b\u200bthe organization. Marketing area, commercial area, etc.
marketing concepts, marketing, marketing and sales are used as synonyms. However, the term marketing is the most widely used and is the most widespread.

the marketing process consists of several phases

Strategic Marketing Direction sets the standards for action. Before producing a Article or offer any service, management should explore the opportunities offered by the market, ie what are the characteristics of consumers who want to attend, which would have a purchasing power When purchasing the product or service, and if it meets your needs. In addition, they must also identify what your potential competitors, what products are offering and what their marketing policy, which are the products substitute and complementary offered on the market, news and odds on the entry of new competitors and potential suppliers. They should also do an internal analysis of the company to determine if you are able to carry out the project (if you have sufficient and qualified staff, it has the necessary resources, etc.). Finally, we must consider what policy is most appropriate distribution for the product or service reaches the consumer. With all the data, the company makes a diagnosis. If this is positive, set goals and mark guidelines to achieve, determine which customers you want to go and what kind of product you want.

The mix Marketing Mix Market can call the four P's of Marketing: Product
: in marketing a product is anything (tangible or intangible) made available to market for purchase, use and / or consumption and that can satisfy a need or desire.
Price: The amount of trade associated with the transaction. To fix the price is competitive prices, the desired positioning and business requirements.
Plaza or Distribution: In this case, defines where to market the product or service offered. Consider the effective management of logistics and sales channels should be made to the product reaches the right place at the right time and under appropriate conditions.
Promotion: All functions performed for the market learns of the existence of the product / brand, including sales and sales support, be it vendor management, supply of the product or service telephone, Internet or similar means, advertisements, and advertising through other vehicles.
marketing program delivery
Finally, it is assigned to the department for the implementation of planned actions and establish the means to carry them out, and the procedures and techniques to be used. Also be set up mechanisms to assess the results of God's plan and determine how effective it was.


Control involves establishing the mechanisms of feedback and evaluation with which to assess the degree of fulfillment of objectives and establish the corresponding corrections.

Marketing Guidelines
In history and in the context of trade in different orientations have emerged or approaches to doing business. These approaches are still present in some industries and markets, even some authors recommend depending on the situation using any of these approaches in particular. Orientation
product: It occurs in cases where the market is new and is dominated by a single company offeror ( monopoly). The company does not care about sales, because it is insured and his business is confined exclusively to improving the production process. Orientation
sales: When the market is expanding and there are several companies fighting for your domain, your effort is focused on increasing sales. Being a new product, the consumer is not very demanding and buy it primarily in terms of price. Marketing
market orientation: Once the market has settled, and consumers are familiar with the product, the marketing approach changes. Companies try to meet the tastes of potential buyers to tailor products to their needs and diversifying production.

SWOT analysis

DEFINITION
SWOT (SWOT English) is the acronym used to refer to an analytical tool that allows you to work with all the information you have about your business, useful to examine its Weaknesses, Opportunities, and Threats Strengths.
This type of analysis represents an effort to examine the interaction between the characteristics of your business and the environment in which it competes. The SWOT analysis has many applications and can be used by all levels of the corporation and in different units of analysis such as product, market, product-market, product line, corporation, company, division, strategic business unit, etc. Many of the findings obtained as a result of SWOT analysis may prove very useful in market analysis and marketing strategies to design and qualify to be incorporated into the business plan. SWOT
the analyst must look only to the key factors for the success of your business. Should highlight the strengths and weaknesses internal differential when compared in an objective and realistic competition and the opportunities and threats to environmental cues. This means that the SWOT analysis consists of two parts: internal and external.
The inner part is about the strengths and weaknesses of your business, aspects of which you have some degree of control.
The outside looks at market opportunities and threats facing your business in the selected market.

is necessary to develop the capacity and ability to seize these opportunities and to minimize or annul the threats, circumstances over which one has little or no direct control. Strengths and Weaknesses
To determine the strengths and weaknesses should be considered as the following areas: - Analysis of resources - capital, human resources, information systems, fixed assets, intangible assets. - Analysis of Activities - Resource management, strategic resources, creativity - Risk Analysis - With regard to resources and activities of the company.
- Portfolio Analysis - The consolidated contribution of the different activities of the organization. Opportunities and Threats

Organizational opportunities are in those areas that could generate very high performance. Organizational threats are those areas where the company finds it difficult to achieve high performance levels. -Environment-Structure Analysis of the industry (suppliers, distribution channels, customers, markets, competitors). Interest-groups-government, public institutions, unions, shareholders, community. "The environment seen in a broader-Demographic, political, legislative, etc..

TOTAL QUALITY

Quality CONCEPT Total is when the organization, members are serving exactly with all standard requirements and the search towards Zero Defect, to provide total customer satisfaction.
customer is anyone who is affected by what you do or not do. Is one that depends on me, that is, has a direct dependency, one that I keep in line (internal customer) and all those who depend on me (transcendental reason.) Total Quality
not limited to administrative or management technique, but its design is much deeper, because it begins and ends with people, meaning that it is a philosophy that is shown in being, thinking and acting Quality people. Quality People get quality products and provide quality services.

essential factors to introduce Total Quality Control
are activities that set the objectives and requirements for quality as well as the requirements for implementing the elements of quality system: • Identification
business: development, creation and development of the Vision and Mission Quality
Establish the requirements to comply and provide the necessary resources, motivate and encourage employees to
requirements are met • The quality is prevention, not verification or response. The standard embodiment is Zero Defects. Do the job with zero errors from the beginning.
· Work depending on the client, interpreting their needs, design interpretive creativity to meet your needs and demands.
Team work: creating a good working environment, coordination, communication, common goals, leadership to achieve a synergy that allows faster and better meet the demands and customer needs.
· Consciousness: at all levels of the organization
• Control and improvement: to improve upon measured, and you can only improve what can be measured. Improvement plans.
· Systematization: in search the perfection of the activities of the organization.
• Knowledge and compare costs

The Deming Philosophy
Quality Philosophy Quality Deming about covers all the quality factors mentioned above, and defines it as "a system to improve the production that will help us achieve goals, reduce costs and therefore increase productivity business. "

PLANNING STRATEGIC

Strategic Planning is a process of systematic assessment of the nature of a business, defining long-term goals, identifying quantitative goals and objectives, developing strategies to achieve those objectives and locating resources to out these strategies.

is a powerful diagnostic tool, analysis, reflection and collective decision making, about the current task and the way they should go in the future, organizations and institutions to adapt to changes and demands imposed by the environment and achieve maximum efficiency and quality of their services.


Strategic planning begins by answering three questions:

1. Where are we today?

Situation Analysis

Environment Analysis Internal Analysis Competitive Analysis


2. Where do we go?
Objectives and Long-Term Goals

3. How can we get where we want to go? Understanding

Market Competition Understanding Business Strategies Designing appropriate



When we carry out strategic planning to avoid mistakes such as:

spend much time describing our company instead of analyzing the market, competition or our competitive position.

Failure measurable objectives. Negligence

market analysis.

not determine precisely who are "all" our current and potential competitors, limiting the analysis to share my competitors.


The Financial Plan has provided medium-term misalignments due to factors beyond our control: fluctuations, inflation, currency crises, etc.

To avoid falling into the common errors discussed above, we recommend:

a) Planning should include review of the Plan period (Budget)

b) The use of software and techniques of simulation scenarios "can help us predict and correct possible variations more easily

c) We can also include objectives, measurable targets.

d) Any strategy should include a measurable goal.

e) Determine While all current and potential competitors.


CASE EXAMPLE OF PRACTICAL STRATEGY

THE CUSTOMER SERVICE OF COCA-COLA
Listen, inform the customer and ensure compliance of their rights constitute the three pillars of Service Consumer Care of Coca-Cola, one of the leading consumer advocacy platform that was introduced in our country.
Created at the initiative of a group of five countries (Britain, France, Italy, Germany and Spain), the English model has emerged as a role model for the rest of the organization and the reference model for many English companies.
This service, which has been operating since 1992 as a true ombudsman, has become one of the communication channels more active and more flexible link between consumers and the company.

BACKGROUND Key business success of Coca-Cola is the confidence of consumers and customers in their products. And this success is largely due to two aspects: one is the constant concern to try to make the products meet consumer needs, and another aspect is the strict quality standards that Coca-Cola has always made its products and their production processes.
For this reason, it uses 100 to 100 of the time doing the best marketing, ie to understand how they live, how you feel, what they think, what it does and what the consumer wants. It focuses on understanding the motivations of English consumers in order to maximize the relevance of brands and continue to innovate in what we do: from new products to promotions.
Also, quality is an imperative for business. This belief, widespread in the organization, is accepted by everyone from the employees of the production lines up top-level executives. The general belief is that "we can do better." Coca-Cola research permanently to first develop the most stringent quality standards and then apply with full rigor and commitment.
And in this line of development and belief in the new location strategy of Coca-Cola, whose goal is to think and act with greater local autonomy and be a citizen model, this service has been established as a basic tool of service and direct contact with the consumer.

STRATEGY Given the vocation of promoting this service to more consumers, Coca-Cola decided to use as a vehicle to promote their own containers. Since its birth, Coca-Cola engaged in prominent places in their packaging.
The service consumer of Coca-Cola operates through a centralized call system, which works primarily as a collection of data and information as a generator of the system. The service also includes serving claims online.
Since its inception, basically the service fields inquiries and calls of complaints and claims. The platform channel all the data it collects and the demands are answered as quickly as possible. The response time in light of efforts need to be made, usually between two to seven days.
When the service consumer of Coca-Cola gets a call, the operator picks up the request or complaint and entered in a register. Immediately reported the incident to the appropriate department and it activates the mechanisms necessary to provide a solution. In cases where the complaint relates to a process of quality-related processes usually with carbonization-Coca-Cola takes the sample, analyzed in the laboratory and then tells the consumer. When considered appropriate, Coca-Cola later tracked to determine the degree of satisfaction.

RESULTS
At Coca-Cola is believed that this platform has helped create an active and critical consciousness among consumers.
Since its launch eight years ago, the service consumer of Coca-Cola has handled more than 1,300,000 calls. The service has experienced since its inception a spectacular growth. In 1999 it received 394,427 calls, representing about 40 100 more in the previous year. The largest number of calls answered (59%) was associated with promotion (and catalog gift request), followed by demands for information (30%).
In addition, the customer service has become an effective support for all departments of the company he works closely. With the information generated by the service consumer, the Coca-Cola analyzes the evolution of the reasons for the calls, the consumer profile using this service, the source and consumer feedback, information that each department Used to adapt their strategies to these demands. CONCLUSION



the end of this summary we have found that coaching is a system that includes concepts, structures , processes, tools of work and measurement instruments and groups of people, comprising also a leadership style, a particular way to select people or create groups of people in development. Is an essential tool in today's organizations, as it helps to exploit the potential of employees and achieve peak performance.
In addition, we reviewed the concept of what the marketing and the importance of all phases, and the Marketing Mix, in order that a company achieves its goal of marketing their product and position in the minds of consumers .
On Total Quality, an organization now works on the basis of having a total quality in all departments. The customer, both internal and external, expect to receive top quality treatment. For the internal client steps for total quality will help achieve the performance of their duties with great satisfaction, and can provide excellent external customer service. In contrast, external customer, receive the overall quality of a company will promote in him a loyalty to that company, that what every organization wants .... able to attract and keep a customer.

is essential for any company or organization have a strategic planning as this can assess their current state, define the long-term goals, identify objectives and quantitative targets, develop strategies to achieve the objectives and locate resources to carry out such strategies. Any company that wants to succeed must implement strategic planning.