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.
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