Balanced scorecard (bsc) tool for business management

BIBLIOGRAPHIC BACKGROUND.

Chirhuana Onton María Isabel (2005) Thesis: The scorecard in the strategic integration and optimization of the performance of an extractive fishing company. Presented to opt for the Master's Degree in Finance at the Graduate School of the National University Federico Villarreal. According to the author, The analysis of business management, traditionally focused on the figures. The value of this approach was that certain quantitative relationships could be used to diagnose the strengths and weaknesses of a company's performance. Today in the global world this is insufficient. The strategic and economic trends that the company must know to achieve long-term sustainability must also be considered.

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Currently what matters is the strategy, because in addition to identifying the strengths and weaknesses of the company, it is necessary to know the impact of environmental factors to differentiate its business opportunities and the threats that could affect it. The financial aspect has been one of the most important indicators that was taken into account to evaluate the management of a company. In this way, a method of controlling the activities of the company manager was followed. Currently, the information needs to create efficiency, effectiveness and economy are other. The important thing in the current situation is having the ability to achieve excellent results from strategic planning, integrating different areas of the company, which represents a shift in the traditional concept of managing,by now assuming a position of corporate self-control. In this sense, it is necessary to carry out a research work that inserts in the company a management system called Balanced Scorecard or Balanced Scorecard in which the essence lies in designing the strategy taking into account the perspectives or indicators of the company.

Ibarra Pretell Walter Gregorio (2006) Thesis: " The balanced scorecard, tool for the control of companies". Document presented to choose the Degree of Master in Finance at the Graduate School of the National University Federico Villarreal. According to the author, the conditions in which we currently compete to access the necessary resources, to reduce expenses and costs, to increase the quality of products and services, and the colossal development of communications and transportation, have modified the way of acting and interacting of organizations. Management processes have similarly evolved to a superior system. These and other factors make the classic concept of control just a query element. The current Management Control is an example of this. At the beginning, Management Control was considered as a series of techniques such as internal control, cost control, internal and external audits,analysis of ratios and balance points, but budgetary control constituted and even for some constitutes the fundamental element of management. The ambiguity of this concept is due to the fact that it has undergone many modifications specific to its evolution, with the aim of providing it with elements that separate it "from its essentially accounting and short-term aspect." Anthony R. (1987, p. 168.) rightly considers it "as a process by which managers ensure the obtaining of resources and their effective and efficient use in fulfilling the objectives of the organization." See that in these cases, Management Accounting is just another control mechanism available.but budgetary control constituted and even for some constitutes the fundamental element of management. The ambiguity of this concept is due to the fact that it has undergone many modifications specific to its evolution, with the aim of providing it with elements that separate it "from its essentially accounting and short-term aspect." Anthony R. (1987, p. 168.) rightly considers it "as a process by which managers ensure the obtaining of resources and their effective and efficient use in fulfilling the objectives of the organization." See that in these cases, Management Accounting is just another control mechanism available.but budgetary control constituted and even for some constitutes the fundamental element of management. The ambiguity of this concept is due to the fact that it has undergone many modifications specific to its evolution, with the aim of providing it with elements that separate it "from its essentially accounting and short-term aspect." Anthony R. (1987, p. 168.) rightly considers it "as a process by which managers ensure the obtaining of resources and their effective and efficient use in fulfilling the objectives of the organization." See that in these cases, Management Accounting is just another control mechanism available.with the aim of providing elements that separate it "from its essentially accounting and short-term aspect." Anthony R. (1987, p. 168.) rightly considers it "as a process by which managers ensure the obtaining of resources and their effective and efficient use in fulfilling the objectives of the organization." See that in these cases, Management Accounting is just another control mechanism available.with the aim of providing elements that separate it "from its essentially accounting and short-term aspect." Anthony R. (1987, p. 168.) rightly considers it "as a process by which managers ensure the obtaining of resources and their effective and efficient use in fulfilling the objectives of the organization." See that in these cases, Management Accounting is just another control mechanism available.

The management control system is intended to help the different decision levels to coordinate the actions, in order to achieve the maintenance, performance and evolution objectives, set at different deadlines, specifying that if the accounting data is still important, it is far from having the almost exclusive character that is granted in many management control systems. For Joan Ma. Amat (1992, p. 35.), Management Control is: «… the set of mechanisms that can be used by management that increase the probability that the behavior of the people who are part of the Organization is consistent with its objectives. " This concept proposes a new dimension of management control, since they not only focus on the accounting and short-term nature of it,rather, they recognize the existence of other non-financial factors and indicators that influence the value creation process, whether in products or services, and focus on the existence of proposed objectives to be achieved. It incorporates a periodic balance of the Weaknesses and Strengths, a comparative analysis and inter-organizations, the use of the Control Panel as a control mechanism and information flow.

Dams Liliana Marcela (2007) Thesis: “ BSC of a hypermarket”. Work presented to choose the Master's degree in Business Administration from CEMA University Argentina. The objective of the work is to carry out an analysis of the indicators currently used in a hypermarket branch, in order to determine if they are sufficient and adequate for the measurement of strategic objectives. Once this analysis has been carried out, the next step will be to propose the use of new indicators or improvements to existing ones and integrate them into a Balanced ScoreCard which is not currently used. "El Calafate" is a retail company that configures its activity in the form of hypermarkets, premises of approximately 10,000 m2. Under this format, the company seeks to offer the greatest diversity of items "Everything under one roof".This concept is one of the basic pillars of the philosophy of the organization and means that a hypermarket must provide the greatest diversity of products in a single location, making it easier for customers to buy everything they need within a large preceded sales room. for a comfortable parking lot. The company "El Calafate" has embarked on a "differentiation" strategy consisting essentially of adapting its stores to the type of resident clientele in the respective areas of influence.The company "El Calafate" has embarked on a "differentiation" strategy consisting essentially of adapting its stores to the type of resident clientele in the respective areas of influence.The company "El Calafate" has embarked on a "differentiation" strategy consisting essentially of adapting its stores to the type of resident clientele in the respective areas of influence.

Quiroga Alejandro (2000) Thesis: “ The Balanced Scorecard applied to companies”, Presented to opt for the Master's Degree in the Master of Business Administration at the Universidad del CEMA-Argentina. In this work, the author is a new management concept, aimed at improving the performance of companies, through the alignment of their processes. The Balanced Scorecard (BSC) is a methodology designed to implement the company's strategy, it has been used by recognized international corporations which have obtained excellent results, and since its disclosure in 1992 by its two authors Robert Kaplan and David Norton, it has been incorporated into the strategic management processes of 60% of large corporations in the United States, extending its use to several European and Asian corporations.The Balanced Scorecard (BSC) serves to reorient the management system and effectively link the short term with the long-term strategy, interdependently linking four processes or perspectives: Financial, Clients, Internal Processes and Organizational Learning. The results must finally be translated into financial achievements that lead to the maximization of the value created by the corporation for its shareholders. The Balanced Scorecard starts from the vision and strategies of the company. From there, the financial objectives required to achieve the vision are defined, and these in turn will be the result of the mechanisms and strategies that govern our results with clients.Internal Processes and Organizational Learning. The results must finally be translated into financial achievements that lead to the maximization of the value created by the corporation for its shareholders. The Balanced Scorecard starts from the vision and strategies of the company. From there, the financial objectives required to achieve the vision are defined, and these in turn will be the result of the mechanisms and strategies that govern our results with clients.Internal Processes and Organizational Learning. The results must finally be translated into financial achievements that lead to the maximization of the value created by the corporation for its shareholders. The Balanced Scorecard starts from the vision and strategies of the company. From there, the financial objectives required to achieve the vision are defined, and these in turn will be the result of the mechanisms and strategies that govern our results with clients.and these in turn will be the result of the mechanisms and strategies that govern our results with clients.and these in turn will be the result of the mechanisms and strategies that govern our results with clients.

Internal processes are planned to satisfy financial and customer requirements. Finally, the methodology recognizes that Organizational Learning is the platform where the entire system rests and where the objectives set for this perspective are defined. The primary advantage of the methodology is that it is not limited to only one perspective, but considers them all simultaneously, identifying the relationships between them. In this way it is possible to establish a Cause - Effect chain that allows taking the necessary initiatives at each level. The link of the four perspectives constitutes what is called the Balanced Scorecard architecture.

Stella, Jorge Alberto (2000) Thesis: "Balanced scorecard and management information system for an electric power distribution company"Catholic University of Córdoba. The author indicates that management information systems are the result of collaborative interaction between people, technologies and procedures -collectively called information systems- aimed at solving business problems. GIS or MIS (also called by its acronym in English: Management Information System) differ from common information systems in that to analyze the information they use other systems that are used in the operational activities of the organization. Academically, the term is commonly used to refer to the set of information management methods linked to the automation or human support of decision-making (for example: Decision support systems, Expert systems and Information systems for executives).

Sola, Pablo Aníbal (2003) Thesis: “Balanced scorecard for a metallurgical SME”. Catholic University of Córdoba. The author points out that the concept of balanced scorecard - CMI (Balanced Scorecard - BSC) was presented in the January / February 1992 issue of the Harvard Business Review, based on work done for a semiconductor company (The company in question would be Analog Devices Inc.). Its authors, Robert Kaplan and David Norton, argue that the CMI is a management system or management system, which goes beyond the financial perspective with which managers usually evaluate the performance of a company.

It is a method of measuring the activities of a company in terms of its vision and strategy. Provides administrators with an overview of business performance. It is a business administration tool that continuously shows when a company and its employees achieve the results defined by the strategic plan. It is also a tool that helps the company to express the objectives and initiatives necessary to fulfill the strategy. According to the book "The Balanced ScoreCard: Translating Strategy into Action", Harvard Business School Press, Boston, 1996: "The BSC is a revolutionary tool to mobilize people towards the full fulfillment of the mission, through channeling the energies,specific skills and knowledge of people in the organization towards the achievement of long-term strategic goals. It allows both to guide current performance and target future performance. It uses measures across four categories - financial performance, customer insight, internal business processes, and learning and growth - to align individual, organizational, and cross-departmental initiatives, and identifies entirely new processes to meet customer and shareholder goals. The BSC is a robust learning system to test, get feedback, and update the organization's strategy. Provides the management system for companies to invest in the long term - in customers, employees,development of new products and systems rather than managing the last line to pump short-term profits. It changes the way a business is measured and managed. "

Astini, Gustavo Horacio; Riso, Héctor Carlos; Cuozzo, José Domingo; Medina, Sergio Alfredo (2003) Thesis: Balanced scorecard of an educational institution. Blas Pascal University. According to the authors, at present - due to the turbulence of the business environment, influenced in most cases by a great competitive pressure, as well as by a technology boom - it is when it begins to have a wide significance. The concept of Dashboard derives from the concept called "tableau de bord" in France, which translated literally, would mean something like dashboard, or instrument panel. As of the 80s, it is when the Dashboard becomes, in addition to being a practical concept, an academic idea, since until then the business environment did not suffer great variations, its trend was stable, the decisions that were made they lacked a high level of risk. Then,the basic principles on which the scorecard was based were already structured, that is, some goals were set in the entity, each of these were carried out by defining key variables, and control was carried out through of indicators. Basically, and in summary, we can highlight three fundamental characteristics of the Dashboards: 1) The nature of the information collected in it, giving certain privilege to the operational sections, (sales, etc.) to be able to inform the sections of financial nature, the latter being the product resulting from the others; 2) The speed of ascent of the information between the different levels of responsibility; 3) The selection of the necessary indicators for decision-making, especially in the fewest number possible. Definitely,the important thing is to establish a signal system in the form of a Dashboard that indicates the variation of the truly important quantities that we must monitor to control the management

Agu, Luciana Carolina; Pérez, Marcos Sebastián (2004) thesis: " Comprehensive Strategic Framework: automation of the management control of your company". Blas Pascal University According to the authors, in a first stage, the company must know what situation it is in, assess this situation and recognize the information that it will be able to count on at any given moment or stage, both the environment and the drive regularly. This stage is closely linked to the second, in which the company must clearly define the functions that comprise it, so that the needs can be studied according to the levels of responsibility in each case and to be able to conclude which are the informational priorities that they have to be covered, a task that will be carried out in the third of the stages. On the other hand, in a fourth stage, the critical variables necessary to control each functional area must be marked. These variables are certainly different in each case,Either because of the cultural and human values that permeate the philosophy of the company in question, or because of the type of area we are referring to. The important thing in any case is to determine which ones are important in each case so that proper control and an adequate decision-making process can be carried out. Subsequently, and in the penultimate of our stages, a logical correspondence must be found between the type of critical variable determined in each case, and the ratio, value, measure, etc., that informs us of its state when it is deemed necessary. In this way we can attribute a correct control at each moment of each of these critical variables. Lastly, we must configure the Dashboard in each functional area, and at each level of responsibility,in such a way that it always contains the minimum, necessary and sufficient information to be able to draw conclusions and make sound decisions. the authors;

Arcani, María Belén (2003) thesis: Balanced scorecard as a strategic management system. 21st century university. According to the author, the Balanced Scorecard is a tool that allows translating the vision of the organization expressed through its strategies, in terms and specific objectives for its dissemination at all levels, establishing a system for measuring the achievement of these objectives. The author develops in his book the Chapter called Balanced Scorecard (BSC) - Balanced Measurement System, making explicit reference to the original work of Kaplan and Norton and their own experiences. He then indicates that the transformation that has occurred in the business world in the last twenty years has made clear the need for a substantial and sustained improvement in the operational and financial results of companies,which has led to the progressive search and application of new and more efficient management techniques and practices for planning and measuring the performance of companies. These tools should allow, on the one hand, to identify which strategies must be followed to achieve the company's vision and, on the other hand, to express these strategies in specific objectives whose achievement is measurable through a set of performance indicators of the company. company, in a process of transformation to adapt to the demands of a dynamic and changing world.identify which are the strategies that must be followed to achieve the vision of the company and, on the other hand, express these strategies in specific objectives whose achievement is measurable through a set of company performance indicators, in a process of transformation to adapt to the demands of a dynamic and changing world.identify which are the strategies that must be followed to achieve the vision of the company and, on the other hand, express these strategies in specific objectives whose achievement is measurable through a set of company performance indicators, in a process of transformation to adapt to the demands of a dynamic and changing world.

4.2. DELIMITATION OF THE INVESTIGATION.

SPACE DELIMITATION:

In general: Companies dedicated to the marketing and distribution of Industrial hardware products.

Specifically: Empresa Fiorella Representaciones SRL.

Address: Calle Omicrón No. 215 - Parque Industrial

Place: Callao.

TEMPORARY DELIMITATION:

Historical data of the company will be taken, also current data; but essentially the work is oriented to the future of the integral management of companies.

SOCIAL DELIMITATION:

- Covers shareholders, officers and workers of the company

- Covers clients, suppliers, creditors and other entities related to the company.

EXISTING LIMITATIONS.

The reluctance of the Directors of the companies to carry out a comprehensive study of the organization of their company.Lack of information from competitors, since market information, economic information is scarce, because we are within the classification of small and medium-sized companies Lack of national bibliography directly related to the topic under study

4.3. PROBLEM STATEMENT.

4.3.1 DESCRIPTION OF THE PROBLEM REALITY.

It has been determined that the company under study does not carry out a comprehensive management of its resources and activities under the demanding conditions of the current situation. Specifically, it does not carry out adequate planning of resources and activities, which does not allow evaluations to be made between what has been used and what has been planned, and thus make the corresponding adjustments; neither does it have a structural and functional organization that is capable of bringing together all the resources and guiding them to the effective realization of the activities; In the same context, there is no tactical and strategic direction that directs resources to the fulfillment of the goals, objectives, mission and business vision; In this context, decision-making is deficient, due to the lack of information that comes not only from the financial aspect,if not also the customer aspect, business processes, staff training and education, etc. Subsequently, poor coordination and integration of resources has also been determined. Another aspect of poor comprehensive management is poor internal control, which does not tend to protect resources, verify functions and have guidelines for good use.

On the other hand, it is not a novelty to say that the largest number of companies in our country are managed empirically. In this regard, it has been determined that companies do not carry out diagnoses; A large number of them start or restart their activities in each financial year without carrying out an internal diagnosis and another in relation to their environment to define the perspectives and indicators for adequate management decision-making.

Another aspect is the non-use of the strategy, either in plans or simple actions of this type for the development of business activities. In this context, it has been determined that having defined strategic planning, each aspect is developed independently, that is, they do not carry out strategic integration. Therefore, the elements of strategic planning do not form a facilitating synergy of efficiency, effectiveness and business economy.

Another specific aspect is that when the respective diagnosis is made, it is not used to define the strategies and tactics that allow the achievement of specific objectives, general objectives, mission and business vision.

Likewise, it has been determined that companies do not define indicators, that is, performance standards for each of the business perspectives, which means that decisions cannot be made in an optimal way and the company's prospects cannot be defined over time; therefore causing a lack of competitiveness.

4.3.2. MAIN PROBLEM.

How does the balanced scorecard (BSC) or balanced scorecard (CMI) become a facilitator of the integral management of companies?

4.3.3 SECONDARY PROBLEMS.

What should corporate managers do to get the most out of a strategic tool and thereby facilitate the development of the comprehensive management process? How to articulate the balanced scorecard perspectives on business competitiveness and thereby impose themselves on the market?

4.4. THEORETICAL FRAMEWORK.

4.4.1. MAIN THEORETICAL BASES OF THE BALANCED SCORECARD.

Interpretando a Apaza (2005), los cambios ocurridos en el campo de las transacciones empresariales han originado la necesidad de una mejora sustancial y sostenida de los resultados operacionales y financieros de las empresas, lo que ha llevado a la progresiva búsqueda y aplicación de nuevas y mas eficientes técnicas y prácticas gerenciales de planificación y medición del desempeño del negocio. Estas herramientas deben permitir identificar cuales son las estrategias que se deben seguir para alcanzar la visión de la empresa y expresar dichas estrategias en objetivos específicos cuyo logro sea medible a través de un conjunto de indicadores de desempeño del negocio en un proceso de transformación para adaptarse a las exigencias de un mundo dinámico y cambiante. El balance Scorecard (BSC) o cuadro de Mando Integral (CMI), es una metodología que logra integrar los aspectos de la gerencia estratégica y la evaluación del desempeño de la empresa. El autor dice, que reconocidas corporaciones internacionales han obtenido excelentes resultados con esta metodología y desde su divulgación en 1992 ha sido incorporado a los procesos de gerencia estratégica de un 60% de las grandes corporaciones en los Estados Unidos, extendiéndose su uso a varias corporaciones europeas y asiáticas. Para medir el desempeño, es claro que las empresas no pueden concentrarse únicamente en el corto plazo. Medir la capacidad de innovación y la participación en el mercado les permitirá dar mejor seguimiento al largo plazo. El Balanced Scorecard o Cuadro de Mando Integral es un enfoque probado en varias empresas de gran tamaño que permite incorporar los objetivos estratégicos en el sistema administrativo a través de los mecanismos de medición del desempeño. El Cuadro de Mando Integral traslada la visión y la estrategia, al método que motiva al seguimiento de las metas establecidas al largo plazo. El aspecto mas significativo del Cuadro de Mando Integral, radica en la interrelación de las distintas perspectivas que permite definir una estrategia de formación y crecimiento para las líneas de actuación desde la perspectiva interna de los procesos. De igual forma los objetivos internos alcanzados inciden en la perspectiva interna de los clientes, lo cual se traduce en los resultados desde la perspectiva financiera. El Cuadro de Mando o Tablero de comando como también se le denomina, es un sistema de medición que ayuda a las empresas a administrar mejor la creación de valor en el largo plazo. Busca realzar los inductores no financieros de creación de valor como son las relaciones estratégicas con proveedores, los procesos internos críticos, los recursos humanos y los sistemas de información, entre otros. La metodología del Cuadro de Mando, comprende cuatro etapas: i) Diseño de la tabla; ii) Elaboración de indicadores; iii) Recolección de datos; y, iv) Presentación y análisis. El diseño del tablero depende de la visión de la empresa, de la definición del negocio y de sus objetivos, de su estrategia, del concepto de management de sus gerentes, de sus estilos de conducción y de los factores contextuales que influyan sobre la empresa (culturales, legales, etc.).

Analyzing Flores (2003), the BSC is a management tool, applied by management in order to determine its competitive advantage and comparative advantage, within a competitive and globalized environment. This tool provides management information on the future of the company through related strategic objectives. The author continues, indicating that the strategic objectives comprise four basic elements: i) Customers; ii) The internal business; iii) innovation and learning; and, iv) The financial perspective. The objective of the Scorecard is to provide information to control the commercial policy, the financial and economic situation of the company. Through an efficient Scorecard, the company can be valued. To prepare the Scorecard,Quantitative and qualitative data are required such as: financial and economic information, business policies (sales, accounting, financial, administrative, etc.), data on all aspects related to sales, information on the competitive environment, data on costs, expenses and prices of goods and services, information on the life cycle of the products or services offered, prospecting of new products and services, market research and other business aspectsinformation on the life cycle of the products or services offered, prospecting of new products and services, market research and other business aspectsinformation on the life cycle of the products or services offered, prospecting of new products and services, market research and other business aspects

STRATEGIC TOOL:

Interpreting Johnson & Scholes (1997) the BSC is in fact a strategic tool. The Balanced Scorecard is an excellent tool to communicate the company's vision to the entire organization. The Balanced Scorecard (BSC) was originally developed, by Professor Robert Kaplan from Harvard and consultant David Norton from the firm Nolan & Norton, as a business performance evaluation system that has become a fundamental part of the strategic management system of firms around the world. Business executives have welcomed the BSC very well as it allows them to fulfill the vision of their firms and, in the same way, to achieve the objectives and goals outlined in their strategic plans. Although strategic planning is a widely used tool in companies,commonly the vision that is presented in the strategic business plans is not translated into operational terms that allow it to be known within the entire organization, some studies show that the vision is very little known among middle management (40% knows it) and employees (10%).

According to Kaplan & Norton (1992), the BSC fundamentally seeks to complement the indicators traditionally used to assess the performance of companies, combining financial and non-financial indicators, thus achieving a balance between the organization's day-to-day performance and the construction of a future. promising, thus fulfilling the organizational mission. A good strategy is not enough: even the best formulated strategy fails if the organization cannot implement it. BSC is not just another fad, it is a tool that without putting the normal operations of the company in trouble, complements very well with what has already been built in the organization. The BSC combines financial and non-financial indicators in four different perspectives through which it is possible to observe the company as a whole.Most current measurement systems in companies are characterized by being almost or totally focused on financial indicators. When a company focuses primarily on financial indicators, in most cases, its corporate performance is reflected in the Financial Reports, which are based on past events, placing the emphasis on results and on the short term. We could compare the financial reports in a company with the score of a soccer or baseball game, they simply give us a result, if we won or lost. We could also compare financial reports with operating an airplane with a single instrument (for example, altitude).No one is going to win a match just by looking at the scoreboard and neither will they successfully reach their destination with a single instrument from their control panel. The BSC is an integrated model because it uses the 4 essential perspectives to see a company or company area as a whole, after two 1-year investigations: one in the United States in 1990 and the other in Europe in 1996, It has been established that these are the 4 basic perspectives with which it is possible to achieve the vision of a company and do it successfully. It is balanced because it seeks the balance between financial and non-financial indicators, the short and long term, the results and process indicators and a balance between the environment and the interior of the firm,This is the key and innovative concept on which the name «Balanced Scorecard» is based: System of balanced indicators. The important thing here is that the management indicators of a company are balanced, that is to say, there are both financial and non-financial indicators, indicators of result and process, and so on.

Strategy and Balanced Scorecard

According to Flores (1990), the BSC -Balanced Scorecard- is an acronym that translates into Spanish as “Balanced Performance Indicators”. This methodology derives from the strategic management of companies and presupposes a choice of objectives and indicators that should not be restricted only to the financial area. In this way, the financial results will be the result of the sum of actions generated by people through the use of the best technologies, which, linked to the best practices and internal processes of the organization, maximize the Value Proposition offered to the client. This process is called “creating value through intangible assets.” Balanced Scorecard offers an integrated and balanced vision of the company and allows the strategy to be developed clearly.This is achieved through strategic objectives identified in 4 perspectives: financial, clients, internal processes, and learning and innovation. Each of the perspectives is linked to the others through cause and effect relationships. BSC also promotes the alignment of strategic objectives with performance indicators, goals, and action plans to enable the generation of strategies in an integrated manner and ensure that the organization's efforts are in line with them.goals and action plans to enable the generation of strategies in an integrated manner and ensure that the organization's efforts are in line with them.goals and action plans to enable the generation of strategies in an integrated manner and ensure that the organization's efforts are in line with them.

BALANCED SCORECARD PERSPECTIVES:

According to Apaza (2005), the Balanced Scorecard represents a measurement model of company performance that balances financial and non-financial aspects in the management and strategic planning of the business organization. It is a coherent and multidimensional Scorecard that surpasses traditional accounting measurements. The Kaplan & Norton Scorecard develops four perspectives:

The financial perspective: Its indicators vary according to the phase of the product; for example, the growth phase (percentage of sales increase); sustainment phase (profitability), harvest phase (cash flow).

Customer perspective: The key measurements are: customer satisfaction, retention, acquisition and profitability. In order to satisfy customers or users, you must not only act to reduce costs, but also improve quality, flexibility, delivery times and after-sales service.

Internal Process Perspective: Aims to identify critical success processes to improve them, eliminate waste, and reduce costs to better satisfy customers and increase business profitability.

The Learning and Growth Perspective: They provide the necessary infrastructure for the first three perspectives to achieve their goals. They are the essential drivers to achieve excellent results in the previous perspectives. The main measures are: employees (degree of satisfaction, learning, motivation, retention and productivity); information system (its capacity and suitability for the company); innovation (new products, launch time, etc.).

4 perspectives of the Balanced Scorecard

Interpreting Apaza (2001ª) For the aforementioned author, four aspects are studied in all the mentioned perspectives: Objectives, Indicators, Goals and Initiatives. Together, they represent a balanced measurement system that links cause-effect relationships and identifies the truly strategic processes that must be carried out to achieve success: i) High-quality products and services; ii) Satisfied and loyal customers; and, iii) Motivated and expert employees. In this way, with the scorecard, the set of financial measures is expanded, incorporating measures of how businesses add value for current and future customers, and how the internal capabilities of the company should be strengthened and investments in people, systems and procedures necessary to improve future performance. The BSC,emphasizes that financial and non-financial measures must be part of an information system for all levels of the company. Employees in contact with the client must be able to understand the financial consequences of their decisions and actions; managers must be the drivers of long-term financial success, all derived from a process set by the company's mission and strategies. The BSC, more than a tactic or a system of operations measures, can be used as a strategic system to manage long-term strategies through: i) Clarifying and translating vision and strategy; ii) Communicate and relate the strategic objectives and measures; iii) Plan, identify objectives and align strategic initiatives; and, iv) Reinforce strategic feedback and learning.

Balanced Scorecard vision and strategy

On the other hand, Apaza (2005) says that the Balanced Scorecard philosophy implies a “Top Down” look - that is, the focus on what is strategically relevant in a given period. By presenting this reduced information in a discriminated by perspective (financial, customer, process and learning and improvement) and relating this information to each other and to the company's strategy, it is possible to achieve significant support for management control and compliance with the strategy and vision. The scorecard is not intended to replace the other sources of information, however it is positioned as the central element of monitoring and control of the company.

Analyzing Kaplan & Norton (1992), Johnson & Scholes (1997) and Apaza (2005) coincide in determining that the indicators for measuring performance are qualitative and quantitative parameters that detail the extent to which a certain objective has been achieved.. As they are measurement instruments of the main variables associated with the fulfillment of the objectives, they constitute a quantitative expression of what is intended to be achieved and through which it establishes and measures its own success criteria and provides the basis for monitoring its performance. In general, to measure a strategic chain represented by Policy Guidelines- General Objectives- Specific Objectives- Permanent and temporary actions, indicators of Impact, Result and Product are used.which together allow to measure the evolution of the performance of the extractive fishing company. Impact indicators are associated with policy guidelines and measure the changes that are expected to be achieved in the medium and long term. It shows the effects (direct or indirect) produced as a consequence of the results and achievements of the actions on a certain group of clients or population. Usually measured in a more rigorous and in-depth way and requires a precise definition of the evaluation time since there are interventions whose impact is only measurable in the long term. The result indicators are associated with general and specific objectives and are related to the different dimensions that the objective's purpose encompasses. Indicates progress in achieving the purposes of the actions,reflecting the level of achievement of the objectives. In general, the result of the actions cannot be measured until the end of the tasks that compose it (in the case of projects, which by definition have a defined time) or until the tasks have reached a level of maturation necessary in permanent activities. Product indicators are associated with permanent or temporary actions and measure the changes that will occur during their execution. It reflects the quantifiable goods and services provided by a certain intervention and, consequently, by a certain institution. In the context of the application of the indicators, the so-called Baseline must be defined,This is the first measurement of the indicators selected to measure the objectives of a permanent or temporary action, it must be carried out at the beginning of the strategic planning in order to have a basis that allows quantifying the net changes that have occurred due to its intervention.

4.4.2. MAIN THEORETICAL BASES ON COMPREHENSIVE BUSINESS MANAGEMENT.

Analyzing Koontz & O`Donnell (1990), the integral management of companies is the process by which a variety of basic resources are obtained, deployed or used to support the objectives of the organization. Managing is coordinating all the resources available to achieve certain objectives, involves broad and strong interactions, fundamentally between the environment, the structures, the process and the products that are desired.

According to Steiner (1998), in general terms the concepts of administration, management and management, are synonyms despite the great efforts and discussions to differentiate them. In practice it is observed that the term management translated as administration but also as management. In some countries the administration is more related to the public and the management to the private. In classic books administration and management are taken as synonyms. In the CINDA glossary, for example, management appears as equivalent to administration. The essence of the concepts administration, management and management is that all three refer to a process of "planning, organizing, directing, evaluating and controlling" as H. Fayol put it at the beginning of the century.We want to emphasize that in the administration texts as well as in their practical functions the word execution does not appear, because if we are schematic we could say: some do and others manage. The manager seeks that groups and individuals achieve specific objectives in developing the organization's mission. Despite the common core of all three concepts, some people give administration, management, and management a different scope. To management, many experts are giving it a more external, more innovative and higher added value connotation, in contrast to the administration that considers it more internal, more management than existing or functional. Some lecturer made a simile with the famous Biblical allusion: «The administrator is given three denarii and keeps three denarii.They give the manager three and he returns more ». Professor Augusto Uribe of the Universidad Pontificia Bolivariana defends this concept of management. He defines it as "The strategic management of the organization". For this, the manager meets two variables: politics and technology, and requires the following instruments: systemic vision of the organization, information, creativity and innovation.

Two levels of management are proposed: The linear or traditional where it is synonymous with administration: "Management is understood as the set of procedures that are carried out to develop a process or to achieve a certain product." It is assumed as management and government, activities to make things work, with the capacity to generate processes of transformation of reality. With a more updated or managerial connotation, management is considered as "a global institutional function that integrates all the forces that make up an organization." In this sense, management emphasizes direction and the exercise of leadership.

INTEGRAL MANAGEMENT PROCESS:

Analyzing Robbins (1990) and Koontz & O`Donnell (1990), supporters of the school of the administrative process consider integral management as an activity composed of certain sub-activities that constitute the single administrative process. This administrative process formed by 4 fundamental functions, planning, organization, execution and control. They constitute the process of administration. A summary expression of these fundamental functions of management is: Planning to determine the objectives in the courses of action to be followed, The organization to distribute the work among the members of the group and to establish and recognize the necessary relationships. Execution by group members to carry out prescribed tasks with will and enthusiasm.The control of the activities so that they conform to the plans.

Planning: For a manager and for a group of employees it is important to decide or be identified with the objectives to be achieved. The next step is to reach them. This creates questions that work needs to be done? When and how will it be done? What will be the necessary components of the work, the contributions and how to achieve them. In essence, a plan or pattern is formulated integrating predetermining future activities, this requires the ability to foresee, to visualize, to the purpose of seeing ahead. Important planning activities are as follows: Clarify, amplify, and determine objectives; Predict; Establish the conditions and assumptions under which the work will be done; Select and declare the tasks to achieve the objectives;Establish a general plan of achievement emphasizing creativity in finding new and better ways of doing the job; Establish policies, procedures and methods of performance; Anticipate possible future problems; Modify plans in light of control results.

Organization. After the direction and format of future actions have already been determined, the next step in completing the work will be to distribute or point out the necessary work activities among group members and indicate the participation of each group member. This distribution of work is guided by consideration of such things as the nature of the component activities, the people in the group, and the physical facilities available. These component activities are grouped and assigned so that a minimum of expenses or a maximum of employee satisfaction is achieved or that a similar objective is achieved, if the group is deficient either in the number or in the quality of the administrative members. such members shall be sought.Each of the members assigned to a component activity faces its own relationship with the group and that of the group with other groups in the company. The important organizational activities are as follows: Subdivide work into operational units (departments); Group operational obligations into posts (reg posts. X dept.); Assemble operational positions into manageable and related units; Clarify the requirements of the position; Select and place individuals in the right position; Use and agree on the appropriate authority for each member of management; Provide personal facilities and other resources; Adjust organization in light of control results.Subdivide work into operational units (departments); Group operational obligations into posts (reg posts. X dept.); Assemble operational positions into manageable and related units; Clarify the requirements of the position; Select and place individuals in the right position; Use and agree on the appropriate authority for each member of management; Provide personal facilities and other resources; Adjust organization in light of control results.Subdivide work into operational units (departments); Group operational obligations into posts (reg posts. X dept.); Assemble operational positions into manageable and related units; Clarify the requirements of the position; Select and place individuals in the right position; Use and agree on the appropriate authority for each member of management; Provide personal facilities and other resources; Adjust organization in light of control results.Provide personal facilities and other resources; Adjust organization in light of control results.Provide personal facilities and other resources; Adjust organization in light of control results.

Execution. In order to physically carry out the activities resulting from the planning and organizing steps, the manager needs to take steps that initiate and continue the actions required for group members to perform the task. Common measures used by the manager to put the group into action include directing, developing managers, instructing, helping members improve their work as well as their own creativity, and compensating for this is called execution. The important activities of the execution are the following: Put into practice the philosophy of participation by all those affected by the decision; Lead and challenge others to do their best; Motivate the members; Communicate effectively; Developing members to realize their full potential;Reward with recognition and good pay for a job well done;

Meeting Employee Needs Through Work Efforts: Reviewing execution efforts in light of control results.

Control. Managers have always found it convenient to check or monitor what I know they are doing to ensure that the work of others is progressing satisfactorily towards the predetermined goal. Establishing a good plan, distributing the component activities required for that plan, and the successful execution of each member does not assure that the company will be a success. Discrepancies, misinterpretations, and unexpected obstacles may arise and will need to be promptly reported to the manager for corrective action to be taken. The important control activities are the following: Compare the results with the general plans; Evaluate results against performance standards; Devise effective means to measure operations; Communicate what are the means of measurement;Transfer detailed data to show comparisons and variations; Suggest corrective actions when necessary; Inform responsible members of interpretations; Adjust the control in light of the control results.

Interrelation between functions. In actual practice, the 4 fundamental functions of administration are intertwined and interrelated, the performance of one function does not completely cease (end) before the next one begins. And usually it doesn't run in a particular sequence, but as the situation seems to require. When establishing a new company, the order of functions will perhaps be as indicated in the process, but in a going concern, the manager may take over the control at any given time and then execute and then plan. The sequence must be appropriate to the specific objective. Typically the manager has been involved in many goals and will be at different stages in each. For the non-manager this may give the impression of deficiency or lack of order.While in reality the manager may be acting with all purpose and strength. Eventually more emphasis is generally placed on certain functions more than others, depending on the individual situation. Just as some functions need support and run before others can be put into action. Effective execution requires that people have been assigned activities or have carried out their own in accordance with the general plans and objectives, just as control cannot be exercised in a vacuum; there must be something to control. In reality, planning is involved in the work of organizing, executing, and controlling. Similarly, the elements of organizing are used in planning, executing and controlling effectively.Each fundamental management function affects the others and all are related to form the integral management process.

BUSINESS COMPETITIVENESS:

Analyzing Van Horne (1980) and Porter (1997) to reach business competitiveness, companies have to demonstrate efficiency, economy, effectiveness, productivity. Efficiency refers to the relationship between the goods or services produced or delivered and the resources used for that purpose (productivity), compared to an established performance standard. The economy is related to the terms and conditions under which entities acquire resources, be they financial, human, physical or technological (computerized information systems), obtaining the required quantity, at a reasonable level of quality, at the appropriate time and place. and at the lowest possible cost. Efficiency or effectiveness refers to the degree to which an entity,program or project achieves its objectives and goals or other benefits that were intended to achieve, provided for in legislation or set by another authority.

Analyzing Porter (1996) and Porter (1997), every company that operates in a sector has a competitive strategy, either explicit or implicit. This strategy could have been developed explicitly through a planning process or it could have originated implicitly through the aggregate activity of the different functional departments of the company. Left to its own devices, each functional department will inevitably follow the approaches dictated by its professional orientation and the motivations of those in charge. However, the sum of these departmental approaches rarely becomes the best strategy.The importance today given to strategic planning in companies around the world reflects the fact that there are significant benefits to be obtained through an explicit process of formulating a strategy to at least ensure the policies (if not the actions) of functional departments are coordinated and directed towards a group of common objectives.

Analyzing Kuczynski & Ortiz de Zevallos (2001), they say that competitiveness is the relative capacity to sell more and better products and services in an increasingly integrated world. An extractive fishing company will be competitive, when it is able to grow enough to significantly increase the prosperity of its owner, partners or shareholders. In other words, when the market value of the shares or participations increases, if applicable. There are some consensuses that the policies of the finance area, such as those that best stimulate or favor productive growth and therefore the competitiveness of companies in general. An extractive fishing company can offer advantages and disadvantages due to the quality of its physical infrastructure, capabilities and managerial and worker values.Therefore, it is these elements that must be adequately worked to obtain an advantage over other companies and be competitive.

Comparing the studies of Toso (2004), Steiner (1998) and Porter (1998), it is determined that competitiveness is the ability of a company or organization of any kind to develop and maintain comparative advantages that allow it to enjoy and maintain a position outstanding in the socio-economic environment in which they operate. Comparative advantage is understood as that ability, resource, knowledge, attributes, etc., that a company has, that its competitors lack and that makes it possible to obtain higher returns than these. ” For Porter, in his article "How the Competitive Forces shape the Strategy", this advantage has to do fundamentally with the value that a company is capable of creating for its buyers and that exceeds the cost of that company to create it.. Competitiveness is a relative concept,shows the comparative position of the systems (companies, sectors, countries) using the same reference measure. We can say that it is a developing concept, not finished and subject to many interpretations and forms of measurement. Depending on the dimension to which the organizational systems belong, different indicators will be used to measure it. Business competitiveness can be considered in a double aspect; as internal competitiveness and as external competitiveness. Internal competitiveness refers to the company's competition with itself from the comparison of its efficiency over time and the efficiency of its internal structures (production and services).) This type of analysis is essential to find internal efficiency reserves, but in general it is given less importance than external competitive analysis, which expresses the most debated, disclosed and universally analyzed concept. It is essential to understand how to reach competitiveness, linking at least the following link elements: What are the factors that condition it? What is the strategy-competitiveness relationship? These answers are complicated and do not have unanimity in their consideration, but trying a minimum clarification, based on current management practice and the criteria of the scholars of the subject, is always a valuable help to clear the path to competitiveness.universally disclosed and analyzed. It is essential to understand how to reach competitiveness, linking at least the following link elements: What are the factors that condition it? What is the strategy-competitiveness relationship? These answers are complicated and do not have unanimity in their consideration, but trying a minimum clarification, based on current management practice and the criteria of the scholars of the subject, is always a valuable help to clear the path to competitiveness.universally disclosed and analyzed. It is essential to understand how to reach competitiveness, linking at least the following link elements: What are the factors that condition it? What is the strategy-competitiveness relationship? These answers are complicated and do not have unanimity in their consideration, but trying a minimum clarification, based on current management practice and the criteria of the scholars of the subject, is always a valuable help to clear the path to competitiveness.What are the factors that condition it? What is the strategy-competitiveness relationship? These answers are complicated and do not have unanimity in their consideration, but trying a minimum clarification, based on current management practice and the criteria of the scholars of the subject, is always a valuable help to clear the path to competitiveness.What are the factors that condition it? What is the strategy-competitiveness relationship? These answers are complicated and do not have unanimity in their consideration, but trying a minimum clarification, based on current management practice and the criteria of the scholars of the subject, is always a valuable help to clear the path to competitiveness.

According to Porter (1997), in short, business competitiveness requires a dynamic, up-to-date management team, open to organizational and technological change, and aware of the need to consider the members of the organization as a first-class resource to be looked after.. However, it can be said that this is usually one of the weaknesses of a large number of companies that have disappeared or have survival problems. As we know, the management team largely determines the attitude of the members of the organization towards work. Experience shows that companies that maintain sustained competitive positions over time, pay great attention to the future, while constantly monitoring their environment.Michael Porter from the definition of "value chain" identifies the lines of action that the company can take to design its competitive strategy appropriate to its needs.

4.5. JUSTIFICATION OF THE INVESTIGATION.

4.5.1. METHODOLOGICAL JUSTIFICATION

In this work we start from the existing problem in the deficient integral management of the company under study. From there the main and secondary problems are outlined; Then the possible solutions are formulated through the hypotheses and the purposes of the work are established. For an adequate structuring, the work makes use of the generally accepted scientific methodology, establishing the type and level of research, population and sample, methods; techniques and procedures to collect, organize, analyze and interpret the data obtained.

4.5.2. THEORETICAL JUSTIFICATION

The balanced scorecard or balanced scorecard is the tool that the integral management of a company needs, if it is to be efficient, economic, effective and competitive. Because this tool provides the information managers and officials need to make the most appropriate decisions to rationalize resources and carry out business activities.

The application of the Balanced Scorecard in companies is justified to the extent that this tool allows identifying which are the strategic elements that must be defined to fulfill the mission and achieve the vision of the company and also because it allows expressing business strategies in specific objectives. whose achievement is measurable through performance indicators.

The BSC methodology will allow integrating the aspects of strategic management and the evaluation of company performance, which will facilitate the optimization of business management.

The BSC, part of the vision and strategies of the company. From there, the financial objectives required to achieve this vision are defined and these, in turn, will be the result of the mechanisms and strategies that govern the results with the clients. Internal processes are planned to satisfy financial and customer requirements. The methodology recognizes that the learning and growth applied in the company is the platform where the entire system rests and where business objectives are defined.

The traditional methodology designed by financial experts, is totally inclined to control, presents an environment of few changes, is focused on the industrial age, has a focus on the past and finally specifies the actions that employees want to take. While the BSC is designed by the entire organization, it focuses on the Strategy, it refers to environments of continuous change, it is focused on the Knowledge Age, it focuses on the present and future and finally specifies the goals to bring employees to achieve vision.

The BSC has the following benefits for the company: Minimizes information overload. It brings together key elements of the organization in a single report. It prevents underestimating aspects that traditionally are not key. It correlates several key aspects and allows visualizing effects. It has several dimensions on a single board. Lets have a comprehensive understanding of business organization. With the application of the BSC, the company will be able to clarify and translate vision and strategy; communicate and relate the strategic objectives; plan and identify goals and align strategic initiatives; as well as carrying out strategic feedback and learning for the company to carry out strategic integration and optimize the performance of the elements that participate in business management.

The BSC provides a framework that enables a strategy to be described and communicated in a coherent and clear way. The BSC will allow companies to focus and align their management teams, business units, human resources, information technology media, and especially their financial resources, with business strategy. The BSC will allow compliance with the following principles: Translate the strategy into operational terms; Align the organization with the strategy; make the strategy the daily work throughout the company; Make strategy a continuous process; and, Mobilize change through leadership of managers; all of which must lead to strategic integration and optimization of comprehensive management.

The BSC is the best tool to convert policies into strategies and these into objectives that are achieved and facilitate management to be competitive.

4.5.3. PRACTICAL JUSTIFICATION

This work will be available to the company under study; as well as, for any other that wishes to use the BSC in the most appropriate way according to the line of business or activity of the company.

It will be very useful for companies to have the information provided by the BSC, to make the appropriate decisions to translate the strategies into the goals and objectives that have been foreseen until achieving the business mission and vision.

4.5.4. IMPORTANCE

The importance lies in the fact that the Balanced Scorecard methodology is not a fiction, but on the contrary, a great reality, in 1995, allowed the company AT & T, Inc. to recover from its bankruptcy, concentrating on process improvements and a new strategy, guided by a strategic Balanced Scorecard management system. After 3 years this company eliminated its losses and was generating positive cash flow, a considerable achievement in a difficult time for telecommunications. According to a Business Week survey, business strategy is by far the most important item on the corporate agenda.The need to quickly execute the strategy necessary to achieve organizational goals is superlative in today's global environment with increasingly shorter business life cycles. Executives are continually on the lookout for tools that enable them to align and mobilize their organizations around an ever-changing environment. The BSC is a key tool within the arsenal of companies. It provides "on one page" the measure of the organization's performance towards the achievement of the established objectives. But beyond, and even more important than its value as a measurement tool, it is a mechanism that allows the strategy to be continuously evaluated, debated and updated.Executives are continually on the lookout for tools that enable them to align and mobilize their organizations around an ever-changing environment. The BSC is a key tool within the arsenal of companies. It provides "on one page" the measure of the organization's performance towards the achievement of the established objectives. But beyond, and even more important than its value as a measurement tool, it is a mechanism that allows the strategy to be continuously evaluated, debated and updated.Executives are continually on the lookout for tools that enable them to align and mobilize their organizations around an ever-changing environment. The BSC is a key tool within the arsenal of companies. It provides "on one page" the measure of the organization's performance towards the achievement of the established objectives. But beyond, and even more important than its value as a measurement tool, it is a mechanism that allows the strategy to be continuously evaluated, debated and updated.it is a mechanism that allows the strategy to be continuously evaluated, debated and updated.it is a mechanism that allows the strategy to be continuously evaluated, debated and updated.

V. OBJECTIVES OF THE INVESTIGATION

5.1. OVERALL OBJECTIVE.

Im menting and determining how the Balanced Scorecard (BSC) or balanced scorecard (BSC), becomes a facilitator of comprehensive management of enterprises.

5.2. SPECIFIC OBJECTIVES.

Establish what company executives must do to get the most out of a strategic tool and thereby facilitate the development of the comprehensive management process. Point out how to articulate the balanced scorecard perspectives on business competitiveness and thus prevail in the market.

6.1 HYPOTHESIS OF THE INVESTIGATION

6.1. GENERAL HYPOTHESIS

If it is possible to implement and take full advantage of the information provided by the balanced scorecard (BSC) or balanced scorecard (CMI); Then, the integral management of the companies will be facilitated.

6.2. SECONDARY HYPOTHESES.

If it succeeds in establishing the decisions that must be taken by company managers to get the most out of a strategic tool; Then, the development of the integral management process can be facilitated. If an adequate articulation of the perspectives of the balanced scorecard is carried out; then business competitiveness will be facilitated

6.3. VARIABLES AND INDICATORS OF THE INVESTIGATION.

INDEPENDENT VARIABLE.

X. BALANCED SCORECARD (BSC.)

X.1. Strategic tool

X.2. BSC perspectives.

DEPENDENT VARIABLE..

Y. COMPREHENSIVE BUSINESS MANAGEMENT

AND 1. Comprehensive management process

AND 2. Business competitiveness

VII METHODOLOGY.

7.1. KIND OF INVESTIGATION

This research work will be of the applied type, since its scope will be practical to the extent that they are applied in companies.

7.2. INVESTIGATION LEVEL

The research to be carried out will be at the descriptive-explanatory level, inasmuch as the Balanced scorecard will be described and it will explain how it affects the comprehensive management of companies.

INVESTIGATION METHODS

The following methods will be used in this investigation:

Descriptive.- Because all the elements of the BSC will be specified as a strategic tool and their respective perspectives; as well as the integral management process and the competitiveness of companies. Inductive. - To infer the information of the sample in the research population. Specifically to infer the BSC information in the comprehensive management of companies.

7.4. DESIGN OF THE INVESTIGATION

The design is the plan or strategy that will be developed to obtain the information that the investigation will require. The design to be applied is Non-Experimental, Transectional or transversal, Descriptive, Correlational-causal. Non-experimental design is defined as research that is carried out without deliberately manipulating variables. In this design, phenomena will be observed as they occur in their natural context, and then analyzed. The cross-sectional or cross-sectional research design to be applied will consist of data collection. Its purpose will be to describe the variables and analyze their incidence and interrelation at a given moment. The descriptive transactional design that will be applied in the work will aim to investigate the incidence and the values in which the variables of the investigation were manifested.The correlative-causal Transectional research design that will be applied will serve to relate between two or more categories, concepts or variables at a given moment. It will also be descriptions, but not of categories, concepts, objects or individual variables, but of their relationships, purely correlational or causal relationships. Through this type of design the research elements will be associated. In this work, the design will facilitate the following:Through this type of design the research elements will be associated. In this work, the design will facilitate the following:Through this type of design the research elements will be associated. In this work, the design will facilitate the following:

This table summarizes the research design. It indicates that the General Objective will be formed from the specific objectives, with which it will be verified. In turn, the specific objectives will be the basis for formulating the partial conclusions of the research work. Then the Partial Conclusions will be correlated appropriately to formulate the Final Conclusion of the Investigation, the same that will be consistent with the General Hypothesis, constituting the answer to the problem posed in the investigation work.

7.5 POPULATION AND SAMPLE OF THE INVESTIGATION

POPULATION:

The research population will be comprised of the managers, officials and workers of the company; but in addition, specialists on the subject will be called.

SHOWS:

The sample for this work has been determined based on the probabilistic method and applying the statistical formula for populations less than 100,000.

TECHNIQUES AND INSTRUMENTS FOR THE PREPARATION OF INFORMATION

The following techniques will be used to collect information:

Surveys.- It will be applied in order to obtain information on the aspects related to the work. Documentary analysis. - It will be used to analyze the norms, bibliographic information and other aspects related to the research.

The following techniques will be used to analyze the information:

Documentary analysis Inquiry Data reconciliation Table tabulation with quantities and percentages Understanding graphics Other.

The following techniques will be used to process the information:

Sorting and classification Manual registration Computerized process with Excel Computerized process with SPSS

The instruments to be used in the research are related to the aforementioned techniques, as follows:

VII. TENTATIVE SCHEME OF THE THESIS

TITLE OF THE THESIS

GRATITUDE

DEDICATION

SUMMARY

PRESENTATION

CHAPTER I:

METHODOLOGICAL APPROACH

Bibliographic background Approach to the opportunity or problem
- Description of the problematic reality Main problem Secondary problems Research limitation
Justification and Importance
- Justification Importance
goals
- Main objective Specific objectives
Hypothesis
- Main hypothesis Secondary hypotheses
Methodology
- Type of researchResearch levelResearch methodsResearch designPopulation and sampleTechniques and instruments