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MEGATRENDS

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PARADIGMS - THE CASE OF MEXICAN COMPANIES

Resumen

En el presente ensayo, se aborda y analiza el tema del cambio en las organizaciones, como la variable más importante para que las organizaciones mexicanas no se queden rezagadas en la obsolescencia, sino que se coloquen a la vanguardia, o al menos se mantengan a la par de las organizaciones considered as postmodern. The purpose of this essay is to analyze the main elements of organizational change, the variables that embraces change, and the typical resistance to change is generated in the Mexican organizations, as we face a culture shock when trying to implement a change.

Keywords: Organizational change, Mexican organizations.

Introduction

Today the world is characterized by a fast-changing environment .. Because of this dynamic condition of the global environment, organizations are in a state of complexity and uncertainty of the changes brought about so quickly. Mexican companies and organizations are no exception to this situation, it is necessary to adapt to their environment. This adaptation is the primary condition for survival. Mexican companies urgently need to evolve, and that with the opening of borders, and the rapid establishment foreign firms have to compete to become more efficient, and provide services and / or products with excellent quality and highly competitive. An alternative to keep pace of these changes is to implement a planned change in the organization, ie, implement Organizational Development. Within this current administration is a major part of organizational change.

Theoretical Framework

start by defining what a change. For French and Bell (1996), means that the new state things is different from the old status quo. De Faria Mello (1995), defines "change" as the modification of a state, condition or situation. Thus, the change is a transformation of features, a change of dimensions or aspects more or less significant.

MODEL OF ORGANIZATIONAL CHANGE

As mentioned previously, an alternative to implementing organizational change is the implementation of Organizational Development (OD). According to French and Bell (1996), OD is the change in its entirety. The DO is a strategy to improve the organization based on group dynamics, and theory and practice related to the planned change. De Faria Mello (1995), consider the DO as a process of planned changes in socio-technical systems open, tending to increase the efficiency and health of the organization to ensure mutual growth of the organization and its members.

The content of the changes we talk about paradigms. Castro and Morales (1998) define paradigm as the way we perceive things, as we believe and have learned to be. According to our point of view we believe that the paradigms are ideas, beliefs and ways of seeing things, which are deeply rooted, and these paradigms are being defined along our life according to the culture within which we form.

Resistance to change is the typical reaction of individuals to change. According to Castro and Morales (1996), resistance to change is because the man is a being for whom the usual means security, and feels great fear to change their habits physiological, psychological, moral, family or work. To Lewicka (1993). Resistance to change is expressed in the form of complaints, waivers, work stoppages, open hostility toward management. In other cases resistance indirect forms can be seen as a restriction of production, waste, low labor quality, absenteeism, etc. Chain (1998), thinks about it, that resistance to change is the difficulty of transforming the actions and ideas, paradigms and philosophies, methods and procedures.

According Chiavenato (1992), the organizational change process begins with the emergence of forces that originate from outside or some parts of the organization. These forces are called exogenous, which come from the environment external and create the need for internal change and endogenous forces, which create the need for structural and behavioral change, from internal organizational tension. The change must be planned and to be effective, must meet certain requirements. De Faria Mello (1996) lists 7 key requirements. The first three are inherent in the aspect of conscious contact with reality and the last four are inherent in the conditions to ensure de facto change.

contact Requirements

reality

Identity .- that is, to what extent the company knows itself as it should be well identified with the change to be implemented in the organization.

.- Guidance

know or determine the goals, directions and directions of change, based on the mission and vision of the company. Sensitivity

Realistic .- ability to perceive changes in internal and external reality.

Exchange Requirements

Creativity .- condition relating to intelligence, technical training, creative spirit and moral courage to take the risk of finding new ways and new ideas. Flexibility

.- requirement refers to the degree of willingness to accept changes and degree of versatility of its human, economic, financial, technological, structural and administrative.

Integration .- state of coordination and convergence of efforts between the parts of the system, including sub-parts of the subsystems, between teams and between individuals. Resources

.- general condition specified in the company and its major subsystems, existence or easy availability of resources in the necessary quantity and quality of different types: human, financial, materials, facilities, equipment, etc.

Cynicism about change

History

failed attempts to change the organization.

Feeling of not being informed.

Lack of communication and respect for the supervisor or boss.

Lack of communication and respect for the union leader.

Lack of opportunity for meaningful participation in decision-making. Provision

negative.

LIKELY EFFECTS OF ORGANIZATIONAL CHANGE cynicism about the

Low organizational commitment. Low

job satisfaction.

Low motivation to work hard. Low

willingness to engage in organizational change efforts.

weak credibility of the leaders of the organization.

Decreased effectiveness of the system of compensation as a motivator.

The change has several facets, to French and Bell (1996), the change may be deliberate (planned) or accidental (unplanned) The magnitude of change can be large or small. From the point of view of its scope, can affect many elements of the organization or just a few. Can be rapid (revolutionary) or slow (evolutionary) The new state of affairs can have an entirely different nature of the former state of things (second order change), or the new state of affairs can have the same kind new aspects or characteristics (incremental change or first order) Each of these aspects is important, because they all require different actions by the leaders and OD practitioners

According to Vargas (1999), the new competitive environment in which organizations operate, consists of two main variables. The first is the technological revolution, which is increasing rapidly, and the other variable is globalization, which should be an instrument of growth and progress.

THE NEW COMPETITIVE ENVIRONMENT

Previously

changes were generated in our environment were too slow, so it was not so easy to perceive. It was believed that things would always equal. But now the change comes as fast. The external environment surrounding organizations is too dynamic and demands our abilities to adapt, as the only option for survival is: be open to change and transform us to be competitive.

Mexican organizations now need to urgently adapt to externally generated changes since the opening of borders and the establishment of foreign companies need to adapt to environmental changes, as this is the cost of the stay, the key here is to use opportunities that all change brings. The best way in which organizations must compete to get more efficient is better utilize their resources. The human factor is the main resource we have, and that internal customers of the organizations is the power of change. Any changes that you plan will not fill effect if the human element does not agree and do not cooperate for there to be change.

STRATEGIC DECISIONS IN A COMPETITIVE GLOBAL ENVIRONMENT

This has a high degree of acceptability, as it is demonstrated that groups exist in organizations which are characterized by their way of being and acting, as well as the group exists workers and managers there of irresponsible or lazy. If one of these groups "bad", someone begins to change patterns, leadership style, etc., You can create in the other members a common awareness of the need for change, both to improve and contribute more effectively to the organization as to overcome personally.

The new trends are the increase in technology, ie the technological revolution and globalization, these two variables make up the new competitive environment within which organizations must participate in a marathon competition in order to achieve excellence.

According to Naisbitt, mentioned by Chain (1998), currently there are 11 mega-trends which should be sensitive to organizations in order to properly guide the necessary changes in the company, these mega-trends are discussed below, in a very summary, and taking the essential and most important of each.

macrotendency

The first is that of information, this brand the transition from an industrial society to an information society, as evidenced by the computer, Internet, intranet and all the advances in communications. It is perfectly connected to the speed of change in society, and it depends on the speed of information.

The worldwide trend towards the implementation of small office, home office (small office home office) (SOHO)

The globalization trend of the national economy into the global economy, where decisions can take a person shall impact on others.

The most important point is planning, long-term planning has become a familiar, this implies it strategically.

The fifth trend is the one from centralization to decentralization. The road to decentralization, the companies will undertake are fully immersed in the information age where people can conduct their activities without going to their workplaces.

We're going to be a management company to be an entrepreneurial society, where people start their own businesses with their savings. We

of representative democracy to participatory democracy.

change pyramid structures and rigid, flat or matrix structures.

This trend is known from north to south, and only refers to the reorganization of economic zones, namely the opportunity to develop economic zones in the Third World.

The alternative to multiple choice ie, forced choice multiple choice, as consumers we all have the choice. Concept has evolved from the crucible of race to the celebration of cultural diversity.

eco-industrial revolution, since the environment provides one of the greatest opportunities for technological and managerial innovation, the industrial world has ever had.

Due to the above, organizations need to retrain days by day, and do not let time pass without renewal, without changing their habits, structure, processes, and that very quickly become obsolete and would be overwhelmed by change and modernity.

The main barrier that we face in trying to implement a change, is the resistance presented by the human element, which is affected by this change. This resistance is very common in Mexican companies, due to the culture, and that Mexicans tend to be very traditional and faithfully keep the traditions that have carried over his life, and then when trying to change their habits, their customs and way of working, is threatened or threatened their jobs. This is not nothing but a paradigm shift, when these paradigms are deeply rooted, they can immobilize us and prevent us from making or doing things that we think are beyond our limitations and our abilities. With the implementation of OD is not going to try to change the culture of a people or an organization, is simply going to try to change attitudes, habits, and try to be more flexible and thereby seek alternatives. Once it has been a major shift in paradigms, everything returns to zero, that is, what were advantages in the old paradigm, not be more.

A typical example of the paradigm is: we all know that global capital was Swiss watches, and their paradigm was not beyond the gear clocks. Because of this paradigm would not let them see beyond their watches, when a Swiss watchmakers were presented with their project for a clock that did not work by means of gears, but a watch quartz, they rejected him as their paradigm did not let them see beyond their short-sighted. In rejecting the proposal by the Swiss, the Japanese later patented the idea, and was a success quartz watches. In conclusion, thus preventing them from the Swiss made a success but in the watch market were its paradigms. From now on changes will be very rapid, and consequently very few things that currently work in organizations, will have value in the future.

not easy to change the structure of a organization, when its members are beliefs and values \u200b\u200bof the old models, but within the new organizational paradigms, it is vital to remain open to change, because once it has begun the process of change, constantly introducing new transformations will , which will lead to new changes that will confront.

DIMENSIONS OF CHANGE

Goals

Leadership

approach

Process

reward system

Using consultants

Lewicka (1993), points to two general approaches for a change: "Sell" and "mutual solution of problems" . The first approach means that employees are aware of facts and arguments which show the benefits of change. The second approach, "mutual solution of problems" refers to the manager or the agent of change and subordinates discussed the need for change and develop jointly plan of action. Between these two approaches is the "consultation", in which the manager discusses the need for change with his subordinates, solicits ideas and then take the decision himself. Regardless of any approach, when the barrier to implementing change in resistance is the first step to address the problems of change is, find out the nature of resistance to change. While change is organizational and comprehensive, the task must begin with the head, the leader, who represents a very important role of agent of change, address the human factor and motivate action.

THEORY "AND" CHANGE

Goals Maximize shareholder value. Leadership
Manage change
top-down approach emphasizes the structure and systems.
Process Plan and establishes programs. Motiva
rewards system through financial incentives. Using consultants
Consultants analyze problems and provide solutions.

THEORY "O" CHANGE

organzacionales Goals Develop capabilities. Leadership
encourages participants from below
approach builds corporate culture: behaviors and attitudes of employees. Process
experience and evolves. Motiva
rewards system through compromiso.Usa payment as fair trade.
use of consultants The consultants support the administration in shaping their own solutions.

THEORIES "E" and "O"

COMBINED CHANGE Goals

Paradox between economic value and organizational skills. Leadership
Set address from above and involves people from below.
approaches simultaneously in the hard (structures and systems and the soft (corporate culture).
Process Plan for spontaneity.
Use incentives reward system to reinforce the change but do not handle it.
Using Consultants are consultants to provide expert resources empowered employees.

A change process model suggested by Kurt Lewin. Change is a process of three steps: unfreeze the old behavior, move to a new level of conduct, and re-freezing behavior in the new level. The change involves moving from one equilibrium to another equilibrium point. The three-stage model is a powerful cognitive tool for understanding the changing situations. A trend suggested by Kurt Lewin, is the change through group dynamics. It develops a dynamic general proposition that "the behavior, attitudes, beliefs and values \u200b\u200bare based on individual groups to which they belong ". The degree of aggression or cooperation of a person, his energy and productivity at work, are characteristics of groups and relationships between people. From this perspective Lewin believes that groups can participate in the process of change in at least three ways:

The group as an instrument of change

The target group as

change

The group as a change agent

Conclusions

Today there are many organizations which are not considering the environmental changes are not acquiring an open mind, willing to change, so it is necessary to begin to change their way of thinking, of seeing things , to change or modify their paradigms. It is necessary to take into account the new global trends and try to go along with them. Look at the new competitive environment, taking the lead in technology and especially to see globalization not as a threat but as a great opportunity to grow and change as an organization. While globalization presents us with a weakness, this weakness must convert it into an opportunity for change and to transform it into a great strength.

Internal customers of the organizations, ie employees, are the most important because in them lies the power of change. If the human element does not agree with the change and shows a strong resistance will be very difficult to achieve change. On the contrary, if they are fully identified with the company, and are aware that the change will be beneficial to both, then the change can take for granted. We realize how in organizations the main problem is resistance to change, as the Mexican culture affects us significantly, because we're used to being very traditional, and sometimes change is seen as a threat and believe that we will lose stability or security if we accept the changes.

We begin with an awareness technique, which demonstrate to employees that any positive change, is very favorable. Especially in these times of instability and uncertainty, where if we are successful today, nothing will guarantee success tomorrow, so we must change, adapt and always be open and willing to change. The macro trends give us a more systemic than it is today's organizations. These macro trends in Mexico places us in making strategic decisions in order to enter the modernization and keep pace with the future of organizations. In general macro trends, support Mexican organizations not to lose sight of differences in relation to other organizations in the world, so they can focus on the right track changes and perform a proper strategic planning.

Source: http://www.virtual.unal.edu.co/cursos/economicas/2008551/lecciones/articulos/cap2/art1.htm

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MODEL OF CHANGE SMALL BUSINESS ORGANIZATIONAL

ORGANIZATIONAL CHANGE


DAFT RL "Insights: Procter & Gamble" in theory and organizational design. pp.399.

DAFT RL "Leading by Design" in theory and organizational design. pp.406.

DAFT RL "Practically Nokia" in theory and organizational design. pp.411.

DAFT RL "case to analyze Southern Discomfort" in theory and organizational design. Pp.437

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Communication Session 07 Elements

Communication is a process of interaction between 2 bodies (or more) where information is transmitted from a sender who is able to encode in a defined code to a receiver which decodes the information received, all in a physical medium by which manages to convey, with a code convention between sender and receiver, and in context .

Communication is of utmost importance for the survival of gregarious species because the information it obtains from its environment and its ability to transmit messages will be key to take advantage of herding lifestyle.

Etymologically, the word communication comes from the Latin "communicare" which translates to "pooling, sharing something." It is considered polysemic category as its use is not unique to a particular social science, with its own connotations of social science in question.

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Links

elements or factors of human communication are: source, transmitter or encoder, code (rules of the sign, symbol), the primary message (under a code), receiver / decoder, channel noise (barriers or interference) and feedback or feedback (feed-back, return message or post secondary).

Source: The place from which emanates the information data, content to be sent, in conclusion, that gives rise to the primary message.

transmitter or encoder, is the point (person, organization ...) who chooses and selects the appropriate signs to convey their message, ie the encoding take so understandable to the receiver. On the transmitter starts the communication process.

receiver or a decoder: It is the (person, organization ...) that goes the message, performs an inverse process to the sender because it is the decoding and interpreting what the sender wants to known. There are two types of receptor, the person who is the only receives the message, and the active receiver or recipient as the person who not only gets the message but it receives and stores. The message is received as the sender meant, in this type of receiver is performed what is commonly called the feed-back and feedback.

Code: The set of rules of each system of signs and symbols that the transmitter used to transmit your message, to combine them arbitrarily because it has to be in an appropriate manner so that the receiver can catch it. A clear example is the code used by sailors to communicate, the grammar of a language, the algorithms in computer ... todo lo que nos rodea son códigos.

Mensaje : Es el contenido de la información (contenido enviado): el conjunto de ideas, sentimientos, acontecimientos expresados por el emisor y que desea trasmitir al receptor para que sean captados de la manera que desea el emisor. El mensaje es la información.

Canal : Es el medio a través del cual se transmite la información-comunicación, estableciendo una conexión entre el emisor y el receptor. Mejor conocido como el soporte material o espacial por el que circula el mensaje. Ejemplos: el aire, en el caso de la voz; el hilo telefónico, en el caso de una conversación telefónica.

Referring : Reality is perceived through the post. Includes everything that is described by the message.

Location: The time and place where the act of communication.

interference or barrier: Any disturbance experienced by the signal in the communication process can occur in any of its elements. Are the distortions of sound in the conversation, or distortion of the television image, altering the writing on a trip, the hoarseness of the speaker, the listener's hearing, spelling defective, the distraction of the receiver the student does not attend but is usually called in silencio.Tambien noise.

feedback or feedback (return message), is the necessary condition for the interactivity of the communication process, if a response is received (attitude, behavior ...) is desired or not. By encouraging the interaction between the sender and receiver. It can be positive (when it fosters communication) or negative (when looking to change the subject or end the communication). If no feedback, then there is only information but not communication.

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communication session 06

BIDIRECTIONAL COMMUNICATION AND LISTEN ACTIVE

BASICS FOR AN EFFECTIVE WRITTEN COMMUNICATION

COMMUNICATION PROCESS ELEMENTS

communication barriers

communication barriers

R. HALL "The change - in process structure and performance organizations. pp. 199-218

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The Links

Control

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

Definition

control aims to ensure that events go according to plans. K. Burt Scanlan.

is the regulation of activities in accordance with a plan designed to achieve certain objectives. Eckles, Carmichael

is the process of determining what is taking place, valuing it and if necessary, applying corrective measures so that implementation is developed as planned . George R. Terry.

measurement and correction of the accomplishments of subordinates to ensure that both business objectives and plans to achieve compliance efficiently and economically . Robert C. Appleby.

Elements of the concept:

1. Relationship planned.

control there is always to verify the achievement of the objectives set out in planning.

2. Measurement .

control is essential to measure and quantify the results.

3. Detecting deviations .

One of the duties to control, is to discover the differences that exist between the implementation and planning.

4. Establish corrective actions .

The purpose of surveillance is to anticipate and correct errors.

Importance of control.

1. Establishes measures to correct the activities, so as to achieve the plans successfully.

2. It applies to all: to things, people, and acts.

3. Quickly identifies and analyzes the causes that may cause deflections so as not to appear again in the future.

4. Locates the sectors responsible for the administration, from the moment establishing corrective action.

5. Provides information about the situation execution of plans, serving as a basis to restart the planning process.

6. Reduces costs and saves time by avoiding mistakes.

7. Its application has a direct impact in streamlining administration and consequently, the achievement of the productivity of all resources of the company.

Principles

balance.

Each group should be provided delegation conferred the degree of control corresponding to delegate authority to establish the mechanisms necessary to verify the compliance with the responsibility conferred, and that delegated authority is being properly exercised.

In objectives.

No control will be valid if based on the objectives and whether through it, not assessing the achievement of the same, therefore, is essential to establish specific measures or standards that serve as a template for evaluation of the establishment.

From opportunity.

control to be effective needs to be appropriate, ie it must be applied before the error was made, so that corrective action can be taken in advance.

deviations.

All changes or deviations that occur in relation to the plans must be analyzed in detail, so that it is possible to know the causes that originated them, to take steps to avoid them in the future.

exception.

control preferably be applied to exceptional or representative activities, To reduce costs and time, which properly defining strategic functions require control. This principle helps probabilistic methods, statistical or random.

function controlled.

The handler function for any reason must understand the function controlled, because it loses effectiveness control. This principle is critical because it indicates that the person or function that performs the control should not be involved with the activity to be controlled.

Features

Control

reflect the nature of organizational structure .

A control system must meet the needs of the company and type of activity to be controlled.

Opportunity.

Good control must state any deviations, ideally to be discovered before they occur.

Accessibility.

All control measures must establish simple and easy to interpret for easy application very complicated techniques to be useful rather create confusion.

strategic location.

impossible and too costly to implement controls for all company activities, so it is necessary to establish them in certain areas of strategic value.

Considerations for a control system

measurement types.

measurement rates are based on some form of rules or established standards, which include:

historical standards.
can be based on records and information concerning the past experiences of an organization.

external standards.

are those from other organizations or other units of the same organization.

engineering standards.
refers to the ability of machines usually come specified by the manufacturers.

The number of measurements .

The number of measurements can be reduced, as it rises the number of controls that apply to a job the individual loses autonomy and freedom over how and when to run.

Authority to establish measures and standards .

performance standards can be set with or without the participation of people whose performance is to be controlled. When you set unilaterally by high level managers, there is a danger that employees will judge idealists.

flexibility standards .

Managers need to determine whether the standards should be uniform in similar units of the organization and make a decision concerning the system of quantitative against qualitative control.

frequency measurement .

The frequency and measurement time depends on the nature of the task that is to be controlled. The use of statistical quality control required to establish the sample size and range should be between tests.

feedback Address .

The aim of surveillance is to ensure that current plans are carried out and that future plans are made more efficiently.

control stages

Setting Standards

A standard can be defined as a unit of measure that serves as a model, guide or pattern based on which control is effected.
Standards are criteria against which performance can be measured, represent the expression of the goals of planning for the company or department in such terms that the real accomplishment of the duties assigned can be measured against them.

can be physical and to represent quantities of products, service units, man-hours, speed, volume of rejection, etc., Or may be provided for in monetary terms as costs, income or investments, or other terms of measurement.

Measuring Results

If the control is set properly and if there are means available to determine exactly what are by subordinates, the comparison of actual performance with expectations is easy. But there are activities in which it is difficult to control standards so it is difficult to measure.

Correction

If as a result of the measurement deviations are detected, immediately correct these deviations and establish new plans and procedures for not returning.

Feedback

deviations Once corrected, resetting the process control information causing the deviation obtained.

factors including verification

Four factors must be considered when implementing the control process.

a) Amount
b) Time
c) Cost
d) Quality

The first three are quantitative and the latter is essentially qualitative.

factor amount applies to activities in which the volume is important.

Through factor time are controlled as scheduled.

The cost is used as an indicator of administrative efficiency, and that through it identifies the expenses of certain activities.

The quality refers to the specifications must meet a certain product or certain business functions.

Controls used most frequently in the control factors

Quantity Studies Budgets Psychological testing Finished goods Coefficients Units Accounting Staff Performance personal inventories

	Time	Cost	Quality
Budgets	times		Performance Evaluation
estimates		Deadlines Cost per square meter
	Programs	Standard costs	visual inspections
Units sold	Time machine - Forecasts
rejected	work measurement
	Procedures Productivity		Reports
work measurement standards		Performance s / investment	Procedures
Forecasts			Standards
Inventory Control			merit rating

control systems

preferably should cover the basic functions and key result areas as

production control.
The role of control in this area aims at increasing efficiency, reducing costs and improving consistency and product quality, using techniques such as time and motion studies, inspections, linear programming, statistical analysis and graphics.

Quality Control.
refers to the monitoring to be done to check a specific quality in both raw materials and finished products, establishing acceptable limits of variation in color, finish, composition, volume, dimension, resistance, etc.

Inventory Control.
Responsible for regulating optimal use of the stocks in both parts as tools, raw materials, in process and finished products; protecting the company from unnecessary costs or no buildup of inventory in the warehouse.

Control shopping.
This function verifies compliance activities such as

a) proper selection of suppliers.

b) Evaluation of the quantity and quality specified by the requisitioning department.

c) Monitoring of orders from the time of requisition to the arrival of the material.

d) Determining the reorder point and reorder.

e) Check prices.

Control of Marketing.
is performed by studying reports and statistics which examines whether the goals have been met by market principles or not, includes areas such as sales, product development, distribution, advertising and promotion.

Control sales.
forecasts and sales budgets are essential for the establishment of this control. The function of this system is used to measure the performance of the sales force regarding sales forecast and take appropriate corrective action.

Financial Control.
Provides information about the company's financial situation and performance in monetary terms of resources, departments and activities within it.

Control of human resources.
Its function is assessment of effectiveness in the implementation and execution of every program staff and meeting the objectives of this department, using the assessment to the recruitment and selection, training and development, motivation, salaries and wages, health and safety and benefits.

control types

Control preliminary.
This review takes place before the beginning of operations and includes the creation of policies, procedures and rules designed to ensure that planned activities will be implemented properly. The consistent use of policies and procedures is promoted by the efforts of control.

concurrent control.
This control takes place during the running action plans and includes management, surveillance and timing of activities as they occur.

Control de retroalimentación.
Este tipo de control se enfoca sobre el uso de la información de los resultados anteriores, para corregir posibles desviaciones futuras del estándar aceptable.

Técnicas de control

Fuente: Instituto Tecnólogico de la Paz. Depto. de Sistemas y Computación. Control

Bone Cancer Experience

Control session

Technological Institute of Peace, Depto. Systems and Computers. Control

University of Colombia. Administrative Theory Seminar.

Control Production Control :

Fundamentals of Management and Production Control

What is Production Planning?

Quality Control:

Modern Quality Management

History of Quality Management

Quality Control

Total Quality Control and Management System

Quality and Quality Control

Quality Control Features

Japanese Total Quality Approach

Inventory Control:

How control your inventory?

Costing Inventory Control

Procedures Manual Inventory Control

Cost Control:

Standard Costing

Productivity Improvement and Cost Control s

Planning and Cost Control

Strategic Use of costs in SMEs

Cost Control

Drain Washing Machine To Yard

LA 05 KNOW THE IMPORTANCE OF MAKING DECISIONS. Perfect rationality and limited

For many people, making decisions are important in life is a certain fear or at least uncertainty, if you choose incorrectly. When it comes to deciding an occupation or a course, this process is fraught with uncertainty, because we know that this election will mark our way of life and because we aware that we are deciding our future careers and life.

Take a good decision is to map the objective to be achieved, gather all relevant information and take account of the preferences you have to make that decision. If we do this properly, we must be aware that a good decision is a process that takes time and planning.


So the only way to make good decisions is through the application of a good procedure, or decision-making model, which will save time, effort and energy. Most authors agree six criteria to make an effective decision and highlighted as:


• Focus on what really matters.
• Conduct the process in a logical and coherent.
• Consider both the subjective and objective factors and using a structure of analytical and intuitive thinking.
• Collect the necessary information to choose or select.
• Collect the information, opinions, etc ..., that have formed around the election.
• Be direct and flexible before, during and after the process.

THE DECISION MAKING PROCESS

The need to make quick decisions in an increasingly complex world and continues processing, can be very disconcerting, unable to assimilate all the information necessary to make the right decision. All this leads us to believe that the decision is a mental process, which carries in itself the following steps:

important thing is to adopt a proactive approach to making decisions, that is, we make our decisions without waiting for others to do for us, or to be forced to do so.

• Identifying the problem: we have to recognize when we have a problem to find alternatives to it. In this first step we have to ask, what is there to decide?
• Problem analysis: In this step we will determine the causes of the problem and its consequences and to gather as much information as possible about it. This time the question to address is, what are the options?
• Evaluation and study of options or alternatives: here we have to focus to identify possible solutions to the problem or issue and its possible consequences. We must ask, what are the advantages disadvantages of each alternative e?
• Selecting the best option after analyzing all the options or alternatives, we choose the one that seems most convenient and appropriate. We watch as this is implied in itself a decision, this time we ask what is the best option?
• Implement the action taken: once we made the decision to implement it and monitor its evolution. Here we reflect on the decision is it correct? • Finally
evaluate the result: in this last phase we have to consider whether the issue is resolved as provided by analyzing the results to modify or reconsider the process in the aspects necessary to achieve the intended purpose. At this stage we ask ourselves the decision produce the desired results?

important thing is to adopt a proactive approach to decision making, that is, we make our decisions without waiting for others to do for us, or to be forced to do so.

THE RATIONAL DECISION MAKING MODEL

1. Investigate the situation.

1.1. Define the problem
1.2. Diagnose the causes.
1.3. Identify the objectives of the decision.

2. Develop alternatives

2.1. Find creative alternatives
2.2. No evaluation yet.

3. Evaluate alternatives and choose the best.

3.1. Is this viable alternative?
3.2. Does it represent the alternative a satisfactory solution?
3.3. What are the possible consequences for the rest of the organization
?

4. Implement the decision and monitor it.


RATIONAL MODEL IN PERSPECTIVE

The model raises the impression that people are a supercomputer. However, it is known that managers must make decisions within the narrow limits of time and with less information than they would like.

As humans we are subject to limits when applying the mind to face the world.

three concepts have emerged that help managers to put the decision in perspective.

Limited Rationality. must be addressed to inadequate information regarding the nature of the problem and possible solutions, the lack of time and money to gather complete information, the inability to remember large amounts of information and the limits of their own intelligence. Conforming

. Instead of seeking the ideal or perfect decision, managers often settle for one that will serve adequately for their purposes.

Heuristics. People rely on heuristic principles, or rules of thumb, to simplify decision-making.

When making decisions, three
heuristics are presented over and over again:

Availability. Sometimes people judge the probability of an event compared with their memories. In principle, it is easier to remember events that occur frequently. Therefore, the events that are more "available" in memory, presumably, more opportunities will occur in the future.

Representativeness. People also tend to determine the likelihood of actually trying to equate it with an existing category.

Anchors and Settings. People do not take decisions out of nowhere. Generally start with an initial value or "anchor" and then adjust that value to reach a final decision.

TYPES OF PROBLEMS:

Well Structured Problems.
direct problems, family, easily defined

ill-structured problems.
New problems for which the information is ambiguous or incomplete
.

types of decisions: Decision

Scheduled
A repetitive decision that can be handled through a routine approach. Usually carried out through procedures, rules or policies systematic.
Procedure.
interrelated series of sequential steps that can be used to respond to a structured problem.
Rule.
explicit statement that tells managers what they should and should not do.
Policy. Guides
that establishes parameters for making decisions.


Decision No Scheduled A repetitive decision that can be handled through a routine approach. Usually carried out by procedures, rules or policies systematic.
Techniques for group decision making

Brainstorm. Nominal
.
Delphi.
Electronics.

Errors in decision making

Finally once seen the various steps and elements we have to take into account in the decision making process, we relate the possible mistakes or errors in which we incur in the way of making decisions, among which are:



This whole process of making decisions must be assumed with Risk porque toda decisión lo conlleva, y aunque haya sido planificada y planeada cuidadosamente en todas sus alternativas, toda elección comporta en si misma un riesgo.

También con Renuncia, ya que en el mismo momento que optamos por una alternativa (decisión) estamos renunciando a posibles ventajas de otras opciones y finalmente con Responsabilidad, quien toma una decisión debe aceptar la responsabilidad de sus consecuencias. Si no compartimos la toma de decisiones, no es justo compartir la responsabilidad.

Errores en la toma de decisiones

• No realizar un buen estudio de la situación. Falta de información. No data are available.
• Lack of decision because it does not possess complete information. Perfectionism and maximalist.
• Trying to address the symptoms rather than causes. Favoring precipitation and superficiality.
• Delay on decision for fear of making mistakes. Extreme meticulousness causing the postponement of the decision.
• Constant change of priorities. Definition. Lack of goals.
• Decisions extremely fast, almost compulsive, to end "the
before" with the problem.
• Consider only the first alternative available.
pose problems only yes or no.
• Deciding between the alternatives by "intuition" unprocessed criteria. Intuition, nothing more. Hunches. Impressions.
• Absolute accommodation to traditional or conventional criteria for making decisions.
• Trying to solve too many problems and making many decisions simultaneously.
• Lack of anticipation of risk. Lack of foresight. Lack of imagination.


Pilar Martínez Clares
Professor in the Department of Diagnostic and Research Methods in Education, University of Murcia

Types of Decisions

Sooner or later we have to face making a decision, that no little people is a painful process because of fears of deciding the wrong way and fail.

The worst decision you can make is not taking one, as it disables us, slows us down and we were not allowed to continue, in a world as competitive and constantly changing, the worst thing we can do is freeze and resist change.

Sometimes it is not easy to make the best decision, so I present some tips, there are two factors to take into account when deciding the event that the decision will affect and the likelihood of success or failure.

first thing to keep in mind is what will affect our decision (event) and the potential for the desired result (probability)

have basically are three types of decision:

of risk when the event is known known chance of success.

of uncertainty for an event known but with unknown chances of success.

of ignorance, for an unknown event with unknown possibilities. Quickly

rvamos obsessed in the three types of decisions there is no assurance of success, always involving a probability, we will be in the hands of fate (a devaluation, rallies, weather, etc..), the important thing is to reduce the probability to a minimum.

risk decision is the most reliable, because it assumes that the probabilities are analyzed more frequent incidence of either success or failure, this is what we call a calculated risk.

When a decision is uncertain, it is usually when we are launching new products or services, or go to new markets, the fact is that whether a product or a market, there is no reference in consumer behavior on the ( keeping in mind that a proposal within the company can also be considered as a product and market), usually in these kinds of decisions the risk is proportional to the reward.

ignorance decisions must be absent from our administrative process, because we are playing Russian roulette with our management and if they were to succeed it must always random.

As you can see there's a margin of error in making almost any decision, but to the extent that we process information and know and use, the margin of error is decreased.

When the chances of success are low, may be a sound decision not to continue the project until collect the minimum information necessary to continue the decision profile of risk, but do not confuse this event with stop for passivity, resistance to change or fear definitely is not the same as deciding that no, not to decide.

So once you have reviewed the events and the chances of success, make up your mind to decide!

Milena Velba Vs Denise Milani

Theory perfect rationality assumes that, in a decision situation, the environment, information, beliefs and personal analysis, are optimal; l as estimates of probabilities are easily realizable and l individual has at its disposal information on all possible alternatives and has a complete and consistent system of preferences that allows you to do a perfect analysis of them all, not difficult or limits the mathematical calculations to be performed to determine is the best, therefore ensures that the chosen alternative is a global optimum.

The theory of bounded rationality , sees the decision process from a very different perspective. In the process of decision making, even in relatively simple problems, you can get an upper is impossible to verify all possible alternatives.

People differ in opportunities available as the desire (influenced by factors in their environment). When an individual has to decide, influence it, which owns both the wishes and the opportunities that he believes he possesses. It is uncertain whether those beliefs are correct: e s possible that the person is not aware of some opportunities that actually viable or may believe that you are right some opportunities that really are not, therefore no can be guaranteed to choose the best alternative.