The importance of transparency and access to public information, as well as the elaboration of plans articulated to the Central Government, have largely determined that state entities choose to increase their productivity, allowing them to improve their own income or to be creditors to older people. budgetary allocations for the management of works that satisfy the needs of the citizens who remain vigilant to their fulfillment, managing to provide higher quality services.
The objective of this work is to analyze the internal and external factors that affect productivity in the Sucre Canton Autonomous Decentralized Government, through the development of a descriptive investigation for which qualitative and quantitative methods will be used, among the main tools applied the following can be cited: Analysis of indicators, Fuller's triangle method, internal factors evaluation matrix, external factors evaluation matrix, SWOT matrix and documentary review.
The information was processed and analyzed using Microsoft EXCEL. Among the main results achieved, the following can be mentioned: The internal and external factors that affect the productivity of the municipal government of the Sucre canton were analyzed, the internal and external factors that determine productivity were identified through the bibliography review, the weighting of these factors and the behavior of the indicators was evaluated.
Key words: Productivity, Internal and external factors, Decentralized Autonomous Governments, Public administration.
INTRODUCTION
In a completely globalized world, the business environment that acts under the premise of granting products or services to its clients as a primary objective, must change its perspective to launch itself towards competitiveness and survival, by generating changes in the way of thinking and to do the things. For this reason, productivity has become an indicator that allows companies to be differentiated, since their improvement contributes to recognition at the national and international level, granting a better quality of life to the direct and indirect beneficiaries of the activities inherent to these entities., generating in turn the economic and social progress of a country.
In Latin America and Ecuador, it is evident to see a reduced increase in productivity, this as a consequence of the slow process of modernization in terms of technical procedures and technology, in addition to the protection of small informal companies that generally do not have efficiency and that it hurts truly productive companies.
However, the Ecuadorian Government is developing an integrating change towards the so-called productive matrix, where the intellect and the human factor prevail over capital, that is, this model seeks to establish a structure that allows transforming the economy, intensifying productivity, promoting national production and its consumption provided added value to the commercialized products, being important the efficient management of resources in the public administration for the promotion of the system.
For this, the Provincial Governments, in compliance with the objectives that the country sets out with industrialization, have elaborated plans articulated to the national planning, achieving that the budgetary allocations in accordance with the competences of these governments are destined to support the cause, considering also the derived needs, allowing a control in the management of the public.
Likewise, the Decentralized Autonomous Governments are concatenated to this system that, in the form of levels, exert pressure on the different territories, facilitating citizens to assess compliance with budget execution and public works, aimed at social satisfaction and economic progress. includes increased productivity in the management of public institutions.
Thus, the Municipal Government of the Sucre canton has begun to take an interest in fiscal management and the increase in tax revenues, by increasing productivity in the use of given resources, in order to achieve optimal standards of financial execution determined by the measurement tools that the Central Government establishes for public management.
In accordance with this evolution that the Decentralized Autonomous Governments have been subject to, this work aims to analyze the internal and external factors that affect productivity in the Municipal Decentralized Autonomous Government of the Sucre canton, the method to be used will be quantitative, an analysis will also be made conceptual of the subject through time according to the criteria of various authors.
It will begin by defining the concepts of productivity, how it is measured and the factors that affect it. Subsequently, literary considerations that explain productivity in the public administration in a general manner and also specifically in the Municipal Government of the canton of Sucre will be discussed, identifying, weighing and evaluating each of the factors that affect it in order to carry out an analysis of your behavior.
THEMATIC DEVELOPMENT
Productivity: Concept and Origin
According to DRAE, this term represents the "Capacity or degree of production per unit of work, cultivated land area, industrial equipment, etc.", And in economics it refers to the "Relationship between what is produced and the means used, such as labor, materials, energy, etc. " (Spanish Royal Academy, 2016).
According to Sumanth (1999), the term Productivity first emerged in an article by Quesnay in 1766, some definitions are shown in Table 1 below:
| AUTHOR | YEAR | DEFINITION |
| Kurosawa | 1983 | It is the end result of a complex social process, made up of science, research and development, education, technology, company management, means of production and organization of workers. |
| Ernesto | 1998 | Productivity is the end product of the effort and combination of all the human, material and financial resources that make up a company. |
| Graupera | 2002 | Productivity measures business efficiency in the technical field. |
| Troncoso & Novoa | 2005 | Productivity is the priority objective of a company and is closely related to reducing costs in it, which also makes it an indicator of technical efficiency within it. |
| Hernandez | 2005 | Productivity is the ability to achieve objectives and generate maximum quality responses with the least human, physical and financial effort, for the benefit of all, by allowing people to develop their potential and obtain in return a better level of quality of life. |
| Gutierrez | 2006 | Productivity has to do with the results obtained in a process, so increasing it is achieving better results considering the resources used to generate them. |
| Lucey | 2007 | Productivity is an expression of how efficiently goods and services are being produced. That is why productivity is expressed in physical or economic units, in quantities or values (money). |
| Fleitman | 2008 | Productivity is doing more with less; something is productive when it is useful or generates a favorable result. |
| Velásquez de
Naime, Carlos & Guaita |
2012 | Integration of the people, technology and money variables in order to generate goods and services that are beneficial for all the actors involved (company, workers, customers and society), thus highlighting the importance of the social |
| Herrera | 2013 | Productivity is a measure of capacity, it is production between time, it is a kind of integral power of people and equipment, which is consumed for a time to materialize energy, and has a cost, which becomes profitability. |
| Carro & González | 2014 | Productivity is an index that relates what is produced by a system and the resources used to generate it. |
According to the review carried out on the different statements, it is clear to determine that the definitions of productivity are framed to the situations and actions that companies or manufacturing companies undertake in the development of production processes, however, because the topic is directed to the study of a public organization that provides services to citizens, it is necessary to adapt the definitions that are most related to productivity from this point of view.
Considering then, define the term as an integrating system of factors that aims to generate products that result in joint benefits and satisfaction, highlighting the importance of reducing efforts and taking advantage of resources. Consequently, productivity is made up of the actions that determine the performance and the achievement of the strategic planning of the organizations, also involving the performance as a descriptive part of the effort applied in the activities inherent to each organization.
Productivity Measurement.
From a business point of view, it is normal to consider that what can be controlled is easy to measure, and that what is measured can be improved. Productivity for your measurement can be seen in two ways, physical productivity and value productivity. "The first refers to productivity as a basic quantitative unit and the second to the economic value created through a series of activities." (SENA, 2003).
Productivity in companies can be disaggregated by levels in accordance with the integral or individual objectives of the areas or dependencies, to measure it it is necessary to establish a basic unit of measurement that will be affected by various factors such as technological innovation, working capital, the inputs, among others, expressed through an equation as the quotient between what is produced and what is used. (Urguina & others, 2008).
Its measurement also requires carrying out strategic planning that determines the mission, vision, values, objectives, both individually and collectively, disseminating it at each level of the company and then establishing controls to evaluate compliance while also providing feedback. staff actions. (Fleitman, 2008).
Thus, the measurement of productivity evaluates three main areas: the financial economy, the management of the production process and the management of human talent, in which it determines costs and profitability through the management of financial reasons, aspects of technical, technological innovation and staff performance respectively. (Mertens, 1999).
Factors influencing productivity
To analyze productivity in depth, it is necessary to study a series of factors that make it difficult to identify the variables to be intervened to improve it. (Troncoso & Novoa, 2005). These factors affect the actions taken by companies, either generally or in a particular way, and may present difficulties that will also depend on the type of organization and the environment in which it operates, often causing losses as a result of not coping to obstacles in time.
Some of these factors that affect companies in their productivity are uncontrollable while others are controlled by them, which is why they must be exploited and converted into opportunities that generate optimal results for their development. (Cruelles, 2013). Sigmund P. Zobel studied these factors and grouped them into two groups (See Table 2).
| Objective factors | Subjective factors |
| Related to the workplace and equipment | Administrative |
| Production methods | Business management |
| Age or obsolescence | Number of working hours in relation to the optimum |
| Degree to which factory capacity is used | Singles |
| Energy consumed | Work environment |
| Related to the flow of goods | Experience |
| Intermediate or contributed inputs | Training |
| Quality control methods | Type of job |
| Relative quality of products | weekly working day duration |
| Importance of each product | Income levels |
| Price of each product | Organization of your work |
| Total production | Specialization |
| Geographic situation | |
| Business cycle phase |
On the other hand , Cadenilla & Paredes (2005), define the factors of productivity as determining elements for its verification and that in turn integrate the system that the company has to direct its actions in the environment. So classify these factors into technical, organizational, and human.
The technical factors represent the material resources necessary to carry out the production processes, that is, it is strictly related to the processes as input elements that are part of the final product.
Organizational and human factors , correspond to the interrelation establecimeinto standards for cultural integration of those working within a company including the required capabilities and corporate yearnings.
For García & Galcerán (2015), there are both internal and external factors that affect the company's productivity and generate difficulties in its normal operation. And according to Prokopenko (1989), these factors can be external (not controllable) and internal (controllable). (See Illustration 1)
Similarly, there are conditions that can be expressed as factors that influence business productivity and that must be carefully studied to move towards competitiveness (See Illustration 2).
On the contrary, FEMEVAL (2007), groups the factors into four categories: Investment, research and development, government regulation, labor. Regarding investment, this will depend on the needs of the market and is related to the acquisition of resources and tools. In terms of research and development, technological advances in procedural matters and innovations stand out; while, the governmental regulation, are all those laws and norms that regulate the entrepreneurial actions and that cause a greater expense; and, the workforce, which as a consequence of its performance allows controlling and evaluating productivity.
Now, competitiveness and quality are the result of productivity that is reflected in the reduction of costs, which allow us to offer products and services with advantages in relation to companies in the environment, as well as to face the various situations that appear in the market, whose conditions can be improved or otherwise worsened by the influence of exogenous factors that society and the state determine. (García & Galcerán, 2015).
So, the company manages factors to develop products or provide services of which human talent is of greater importance, because it is the capabilities of people that makes the development of a plan possible, so it is necessary to study them and try to decipher their peculiarities to establish guidelines that increase productivity. (Cruelles, 2013).
Productivity in public administration
Public administrations: Definition
Public administrations correspond to those institutions that carry out activities financed from compulsory contributions established by the State, provided by the citizens that comprise it, these actions are intended to obtain products or services that meet the needs of society, especially the most disadvantaged., redistributing resources and wealth without obtaining profits. (López, 2011).
Efficiency in this sector is given by complex public objectives that involve the analysis of more than one variable that is difficult to quantify as a result of diverse public intervention. (Gutiérrez BU, 2004). That is why, according to López (2011), "The public sector uses a set of productive factors, mainly labor and capital, with which, given a technological level, it produces a set of public services." be managed efficiently to generate the highest possible productivity.
In public organizations, improving productivity requires the proper use of resources to produce more and better quality goods or provide services, meeting social demand, linking regulatory elements that effectively and efficiently integrate the means to carry out administrative activities. (Zambrano Barrios, 2011).
For this reason, public institutions must carry out budget planning, control and analysis, given the importance of managing public resources for productivity growth, thereby linking quality to a lower cost in the production of goods or the provision of services. (Mostajo Guardia, 2000). Taking into account that the respective reductions and designations are made to the programs included in the entity's strategic plan, prioritizing the appropriate use of public funds.
According to Zambrano Barrios (2011), the products of public organizations can be of two types: terminal and intermediate. Terminal products are consumed in the environment or outside it when produced by public institutions; Intermediate products are those generated by the entities, but for internal consumption by the entity, for this reason fewer terminal products are generally executed in relation to the quantity of intermediate products and this is how a production network is formed.
In a way, the Center for Economic Studies of the Private Sector states that it is necessary for the public debt strategy to be aligned with the objectives of growth, job creation and well-being and a structure of spending drawn towards compliance linked to more investment to increase the productivity. (Grupo Multimedia Lauman, SAPI de CV, 2016).
Given all these aspects, it is important to mention that public administration, when satisfying citizen demands, is tied to the changing demands of the environment and of people, so that human resources are a fundamental element that requires adequate strategies because of using around 75% of public spending. (Guerrero & Gómez, 2004).
Service
Definition
Service is the managerial revolution of the decade; It consists of turning the institution towards the needs and expectations of the client, both internal and external; it is the strategy in a globalized world, to prepare the institutions of the public sector. (Campos, 2000)
Here are some important definitions of the term service:
| AUTHOR | YEAR | DEFINITION |
| Kotler | 1992 | To produce a service, a tangible product may or may not be required, however, when they are required, there is no transfer of rights of those tangible goods during the activity or benefit that one party offers to another. |
| Schroeder | 1992 | Service is something that is produced and consumed simultaneously. A service, therefore, never exists, you can only see the result after the fact. |
| Swear | 1993 | A service can be provided to a consumer, a facility, or both. Service is work done for others (…) they exist because they can satisfy certain customer needs. |
| Chase & Aquilano | 2000 | Manufacturing operations, as well as all other parts of the organization, are also in the services business, even if the customer is internal, dividing them into basic services and value-added services that are supplied to internal and external customers of the factory.. |
Characteristics of the Services
Almost certainly job growth in the near future will occur in the area of services that have four important characteristics that condition business strategy and that must be considered at all times (Kotler, 1992):
- Intangibility: services are intangible and unlike physical goods cannot be experienced by the senses before purchase, for example: the person who goes to a skin cleaning cannot see the results before the service and the patient of a psychiatrist nor can it predict the final result. Inseparable character: The services are produced and consumed simultaneously. Given that the client is present in the provision of the service, the supplier-client interaction is an important characteristic and both the supplier and the client affect the final result of the service. Variability: The services are highly variable, since they depend on who supply them, when and where Perishable nature: The services cannot be stored for sale or subsequent use.
The basic elements of the servuction system (Valls, 2009)
- The client or beneficiary: Active subject of the service, provides information about his need, expectation or desire. The quality and precision of the information are necessary but not sufficient conditions of the quality of service provided, which it also evaluates. That is why the total satisfaction of the customer's needs is the first element in the Servuction system, they must feel encouraged and motivated to request the service to be provided. The physical support(Tangible elements of the Servuction) It constitutes the material support necessary for the production of the service such as construction installation, access, premises, furniture, general infrastructure and equipment, technology, component parts and accessories, useful materials, tools, means of protection, among others. The personnel: They are the people employed by the company to provide the service according to the information of the beneficiary according to their knowledge of the process and the acquired skills. These personnel can be contact, support and management. Personalized customer service is a point of utmost importance in Servuction; the personnel in charge must be qualified and prepared to fully satisfy the needs of consumers. The service:It is the result of the interaction of the three basic elements that are the client, the physical support and the personnel. This result constitutes a benefit that must satisfy the customer's need. It is essential that an internal strategy is carried out in which all the points to improve are identified, communicating everything that is going to be done so that everyone "pulls" towards the same side, towards the achievement of the final objective.
The productivity of the Municipal Government of the canton Sucre
The Municipal Decentralized Autonomous Government of the Sucre canton is a public entity in charge of managing the resources destined by the State for cantonal development, this administrative body is chaired by the Mayor who, together with the Municipal plenary, made up of councilors, regulate the actions of The inhabitants within the territory, likewise, have an internal work system divided into sectors such as: Higher driving level, advisory level, support and operational level that interrelatedly execute strategies aimed at seeking greater performance and satisfaction of citizen expectations.
Currently the Municipality has a Development and Territorial Planning Plan projected for the year 2019, which is articulated to the objectives of the National Plan for Good Living, to national planning, to the powers and functions determined by the Organic Code of Territorial Planning, Autonomy and Decentralization and where development objectives are defined, from which are derived goals that guide public investment in the framework of the strategic fulfillment of territorial planning to generate the progress of the canton and the satisfaction of citizen needs.
To evaluate the achievement of these goals, the National Secretariat for Planning and Development has designed a system called SIGAD, which is a computer tool capable of calculating the rate of achievement of goals, in relation to the National Plan for Good Living and the Development Plan of each Decentralized Autonomous Government, according to the Seventh Constitutional criteria for the allocation of resources.
Currently for the fiscal period 2015, the Municipal Government presents a compliance rate of 85%, the result of the programmatic execution that corresponds to the annual Operational Plans carried out by each Municipal agency. In addition to this evaluation, each public employee annually completes the performance evaluation form provided by the Ministry of Labor and which establishes job management indicators, knowledge, technical skills, universal skills, teamwork, initiative and leadership that are linked to planning, serving as a control and directing tool to achieve goals.
RESULTS
Factors that affect the productivity of the Municipal Government of the Sucre canton The Municipal Government uses mechanisms to evaluate its productivity, however, it is imperative to evaluate and analyze a series of external and internal factors that can affect this indicator, to identify these factors it has been taken as Reference the aspects indicated in the documentary review, considerations that date from the circumstances that arise in the companies or manufacturing companies, which is why, we will proceed with the adaptation of these factors according to the service provided by the entity and within the framework of the basic elements of servuction, considering the following:
Bank of internal and external factors.
| INTERNAL FACTORS | EXTERNAL FACTORS |
| Municipal Income and Expenses | Economic |
| Quality and satisfaction | Demographic and social |
| User Support | State mechanisms |
| Equipment, machinery, furniture and materials | Policies and strategies |
| Infrastructure | Government regulation |
| Technology, research and development | Citizen participation |
| Organic structure and Human Resource | Budgetary allocation |
| Staff competencies | Strategic Alliances |
| Organizational Methods | Financing |
| Management style | State control and surveillance |
| Ordinances, regulations and manuals | Geographic location |
| Strategic planning | Political situation |
| Product | Unmet basic needs |
| Work environment | Inequality gaps |
Now we proceed to develop the External Factors Evaluation Matrix, this matrix allows evaluating the entity's response capacity against external factors, first the factors are weighted, in this case using the Fuller's triangle method, then a rating is assigned from 1 to 4 to each of the factors determining productivity in order to indicate whether the conditions presented by the institution respond effectively to the factor, where 4 = a superior response, 3 = an above-average response, 2 = an average response and 1 = a bad response. Finally, the weight of each factor is multiplied by its rating to obtain a weighted rating that determines the weighted total and we will see how each of the factors behaves according to the rating given in accordance with the impact criteria.
| EXTERNAL FACTORS | WEIGHING | QUALIFICATION | TOTAL |
| Economic | 0.07 | 3 | 0.21 |
| Demographic and social | 0.09 | 3 | 0.27 |
| State mechanisms | 0.03 | two | 0.05 |
| Policies and strategies | 0.08 | two | 0.16 |
| Government regulation | 0.08 | two | 0.16 |
| Citizen participation | 0.06 | 3 | 0.19 |
| Budgetary allocation | 0.08 | 3 | 0.24 |
| Strategic Alliances | 0.04 | 4 | 0.18 |
| Financing | 0.04 | 4 | 0.18 |
| State control and surveillance | 0.06 | 3 | 0.19 |
| Geographic location | 0.04 | two | 0.09 |
| Political situation | 0.08 | 3 | 0.24 |
| Unmet basic needs | 0.12 | 3 | 0.35 |
| Inequality gaps | 0.12 | two | 0.23 |
TOTAL 1.00 39 2.74
The result shown by the matrix is 2.74 points, which means that the entity responds efficiently to environmental factors, however it should take more advantage of the opportunities it offers and increase them by turning negative points into positive ones. and thus achieve the proposed goals and objectives.
Next, through the Internal Factors Evaluation Matrix, we will proceed to weigh and evaluate in the same way as in the EFE matrix, this instrument allows determining the internal response deficiencies related to the factors that affect productivity within the functional areas. of the institution and also offers a basis for identifying and evaluating the relationships between factors.
| INTERNAL FACTORS | WEIGHING | QUALIFICATION | TOTAL |
| Municipal Income and Expenses | 0.11 | two | 0.22 |
| Quality and satisfaction | 0.10 | two | 0.20 |
| User Support | 0.10 | two | 0.20 |
| Equipment, machinery, furniture and materials | 0.03 | two | 0.06 |
| Infrastructure | 0.03 | one | 0.03 |
| Technology, research and development | 0.06 | one | 0.06 |
| Organic structure and Human Resource | 0.07 | 3 | 0.21 |
| Staff competencies | 0.08 | 3 | 0.24 |
| Organizational Methods | 0.06 | two | 0.13 |
| Management style | 0.07 | two | 0.14 |
| Ordinances, regulations and manuals | 0.06 | 3 | 0.17 |
| Strategic planning | 0.08 | 4 | 0.31 |
| Product | 0.10 | 3 | 0.31 |
| Work environment | 0.04 | two | 0.08 |
| TOTAL | 1.00 | 32 | 2.37 |
The result obtained is 2.37 points, which means that the entity has favorable internal factors that give it advantages in its environment, and allow it to minimize its weaknesses in order to achieve the proposed goals, however, the internal points are very fragile For this reason, it is necessary to generate strategies that strengthen and improve these conditions.
In this way, the key factors that affect the productivity of the Municipal Decentralized Autonomous Government of the canton of Sucre have been determined, an evaluation that will serve as the basis for the analysis of similar organizations and through which the shortcomings and strategic priorities that direct the application of improvement plans, in this sense the evaluation considers the essential elements of the servuction system without which the programs or projects that are executed by the public entities will be feasible, detailing in the indicated how they have been managed in favor of Municipal efficiency.
However, the weighting carried out is considered the basis for categorizing the factors, as a result of the analysis of each one of them, thus establishing threat, opportunities in the case of external factors; and strengths, weaknesses with regard to internal factors, as detailed below:
| POSITIVE | NEGATIVE | |
| FACTORS
INTERNAL |
STRENGTHS
Strategic planning Product Organic structure and Human Resource Staff competencies Ordinances, regulations and manuals |
WEAKNESSES
Infrastructure Equipment, machinery, furniture and materials Technology, research and development Work environment Organizational Methods Management styles Quality and satisfaction User Support Municipal income and expenses |
| EXTERNAL FACTORS | OPPORTUNITIES
Unmet basic needs Demographic and social Political situation Economic Budgetary allocations Strategic Alliances Financing State control and surveillance Citizen participation |
THREATS
State mechanisms Geographic location Policies and strategies Government regulation Inequality gaps |
Thus, carrying out an analysis according to the weighted totals of the matrices, it indicates that the public entity is affected to a great extent by the internal weaknesses that are seen in the personnel, processes and equipment, which generally do not have the characteristics necessary to meet the expectations of users when providing services, since infrastructure, work environment and employees are the clear image that supports actions aimed at managing public resources.
Based on this, it is also important to consider that the Municipal Government must carry out an update that allows it to be at the forefront and determine the true needs of its dependencies with the aim of improving the processes carried out in the provision of administrative services., which in turn result in better systems for attracting resources, portfolio recovery and user service, avoiding delays and always seeking social welfare in coordination with planning, taking into account that they must respond to citizen demands, which imply satisfaction and improvement of living conditions.
CONCLUSIONS
- It is possible to analyze the internal and external factors that affect the productivity of the Municipal Government of the Sucre canton, identifying these external and internal factors, considering the administrative exercise of the public entity. After this, the factors were weighted by drawing up the matrices EFEand EFI 4disclosing through the results, if the entity responds efficiently to fluctuations caused by factors that affect productivity. The use of the methodology also allowed quantitative evaluation of the factors to establish the shortcomings caused by both external factors as internal, which obstruct the optimal development of public services provided by the Municipal Government of the Sucre canton. In the same way, it was possible to analyze each one of the factors through the SWOT matrix, being the most significant in the external context the Unmet basic needs and demographic and social factors, issues listed as opportunities and threats: state mechanisms and geographic location. Similarly, weaknesses and strengths were established,among which stand out the infrastructure, equipment and technology, as well as the strategic planning and the product respectively.
BIBLIOGRAPHY
- Cadenilla, JF, & Paredes, AP (2005). Business technologies processes and technological packages. Colombia: Edition of the Andrés Bello Agreement, Campos, V. (2000), Carro, RP, & González, DG (2014). Productivity and Competitiveness. Operations Administration; Economic and Social Sciences Fund, 1-16.Chase, R., & Jacobs, R. and. (2000). Operations and production management (Manufacturing and Service). Colombia: Mc Graw Hill, International Labor Conference. (2007). The promotion of sustainable companies. Geneva: International Labor Organization.Cruelles, JA (2013). Productivity and Incentives: How to make manufacturing times meet. Editorial Marcombo.Ernesto, M. (1998). Productivity, the basis of Competitiveness. Mexico: LIMUSA.FEMEVAL. (2007). Introduction to Productivity.i - CREO Network of Centers for Strategic Reflection on Innovation Opportunities, 1-6.Fleitman, J. (2008). Comprehensive evaluation to implement quality models. Mexico DF: Editorial Pax México. García, RH, & Galcerán, RD (2015). Strategic decisions for the direction of operations in service and tourism companies. Barcelona: Edicions Universitat Barcelona.Government of the Republic of Ecuador. (July 19, 2016). National Secretariat for Planning and Development. Obtained from the Information System for Decentralized Autonomous Governments: http: //www.planificacion.gob.ecGraupera, JA (2002). Business efficiency analysis techniques. Spain: Editorial UOC.Grupo Multimedia Lauman, SAPI de CV. (July 13, 2016). The financial. Obtained from Economics: http://www.elfinanciero.com.mx / economy / that-public-spending generates-productivity-key-to-maintain-stability-ceesp.html Guerrero, LG, & Gómez, AJ (2004). The management of municipal sports services: pathways to excellence. Zaragoza: INDE.Gutiérrez, BU (2004). Efficiency in the Autonomous Public Company Methodological approach. ICE Economic Bulletin, 9.Gutiérrez, H. (2006). Total Quality and Productivity. Mexico: Mc Graw Hill.Hernández, DF (2005). Public officials evolution and prospective. Dafra Editions Herrera, JL (2013). + Productivity. Palibrio LLC Juran, JM (1993). Quality control manual. Reverte.Kotler, P. (1992). Marketing direction. Madri: Practice-Hall.Kurosawa, K. (1983). Measurement and Analysis of Productivity at the Business Level. Venezuela: YRGOY López, NR (2011).Efficiency and its importance in the public sector. eXtoikos, 40.Lucey, J. (2007). Productivity: What's going on in Europe part II. Management Services, 51. Mertens, L. (1999). Measurement of productivity. As a reference with organizational learning: a methodological proposal. México.Mostajo Guardia, R. (2000). Public sector productivity, evaluation of public spending management and performance indicators in Guatemala. Santiago de Chile: United Nations. Prokopenko, J. (1989). Productivity management. Practical manual. Geneva: International Labor Organization. Royal Spanish Academy. (July 10, 2016). Spanish dictionary. Obtained from http://dle.rae.es/?id=UH8mXZvRobbins, SP (1998). Organizational behavior. Mexico: PEARSON Educación.Schroeder, RG (1992). Operative administration.Mexico: McGraw-Hill.SENA. (2003). Ministry of Commerce, Industry and Tourism, Ministry of Social Protection. National Planning Department, Japan International Cooperation Agency; Colombian Network of Productivity Centers, and others. Obtained from the National Homologation Program and support for measuring productivity.: http://www.colombiaproductiva.com.co/promes2/FundamentosTeoricosdelaProductividad%20_VersionEjecutiva.pdf.Sumanth, DJ (1999). Management for total productivity; a systemic and quantitative approach to compete in quality, price and time. Mexico: Continental publishing company Troncoso, EP, & Novoa, ES (2005). Team management and negotiation Strategies to achieve successful results on a daily basis. Spain: Ideaspropias Editorial.Urguina, JR, & others, LP (2008).Productivity and reconciliation in work and personal life. Barcelona: Editorial Ariel.Valls, DW (2009).Velásquez de Naime, Y., Carlos, RM, & Guaita, W. (2012). Model of the factors that affect productivity. XVI Organization Engineering Congress. Zambrano Barrios, A. (2011). Strategic planning, budget and control of public management. Caracas: Andrés Bello Catholic University.
Dictionary of the Royal Spanish Academy
Information System for Decentralized Autonomous Governments
External Factors Evaluation Matrix. 4 Matrix of Evaluation of Internal Factors.
Download the original file
