Often when we refer to customers, we all think of those who come from the streets to buy or consume our goods and services, and therefore those who leave us a dividend. However, not only they should be called clients.
There are people in the different organizations who are part of it and who also require the services offered by other employees or areas. This is the case of a Systems Department, which, like maintenance, purchasing and many others, provide services and solutions to the other areas of the company, which require them for their proper functioning.
Many times the departments denominated as services are not considered as important as those that generate foreign currency, those that have direct contact with consumer customers, those that sell, etc., however, they are as important as those, since without the services that these offer, companies would hardly be what they are.
Most of the time, the lack of attention to these departments is due to ignorance of them and their activities, it is known that they exist, that they have expenses, but there is no real and wide panorama of what they do and their scopes.
This work aims to publicize the existence of service departments, focusing on the Systems Department (also called Computer Science) and which is the least known within the previous ones, precisely because of the existing taboo that it is a completely technical area full of cybernetics and incomprehensible terms.
Until the 1960s, companies did not know or knew anything about systems and automation, all of their operations were carried out by manuals and they consumed countless man-hours to carry them out, their efficiency was very poor and their reliability very little. With the introduction of the computer, companies begin to reinforce their processes and produce with less costs and less effort, although automation was still a taboo and remained so for a long time, little by little, organizations began to make more and more use of these benefits, forcing technology to conceive of itself in a more practical and tangible way; However, and almost in the 21st century, there is ignorance and some suspicion on this topic.
The work will introduce the department from its organizational structure and show the different services it offers, emphasizing how important these are and the practical application they have. It will indicate to whom these services are directed and will demonstrate that the different areas of an organization that make use of and require the services are also considered customers, and that although they do not generate income, they are as important as any other.
Upon completing this work, the reader will be able to answer questions such as:
What is a Systems Department ?.
What is an information system?
How is your organizational structure ?.
What kind of services does it offer?
What kind of tools do you use?
How useful is or can it be within the organization?
What can you help me as part of the company and its client?
It is therefore a very useful job that should be part of the organization's administrative and operating manuals.
CHAPTER I. WHAT IS THE SYSTEMS DEPARTMENT.
1.1 Definition.
All companies or organizations, also called institutions, are made up of areas or departments, which allow to comfort an organizational structure based on specialized centers of activities and a better defined distribution of responsibilities. That is why it is important to define first what is an institution?
An institution is a stable and formal social structure that takes the resources from the environment and processes them to obtain products. (one)
Throughout the existence of these institutions, experience has been forming different types of organization and establishing them according to the one that best meets their needs, and to date, we could say that there are already well-defined models within each of the companies. The classic models establish the existence of managements or directions, which in turn are made up of departments that are grouped according to the activities they carry out and their responsibilities; And so we find an Accounting department, a Purchasing, Maintenance, Marketing department, etc., each with a goal and a number of activities. These departments are often classified by their importance, which is based on the income that is obtained through them,Rather, it must be due to how vital they are for the proper functioning of the company.
Just as there are departments that by definition must exist, there are those that are formed by specific needs and in turn those that are considered luxury to give a better image or why not, because they are fashionable.
Until a few years ago, a Systems Department belonged to the last group, and was only considered by those organizations with enough resources to maintain it, even when it did not generate income, but little by little this idea has ceased to exist to become the conviction that a Systems Department is of vital importance within the company since it is in charge of providing it with information, which today is essential for the survival of companies.
But, what is a Systems Department? It is the part or area of an institution that is responsible for providing information as well as the necessary tools to manipulate it. It is the department that assisted with the computer equipment, is capable of converting simple data into information, is in charge of satisfying the needs and computational preparation for all members of a company, and is responsible for offering computer solutions and equipment. necessary for its implementation.
(1) Administration of Information Systems. Third edition. Kenneth C. and Jane C. Laudon Chapter 4 pp 95.
It is called the Systems Department because it is precisely through Information Systems that most solutions are offered, however it is also called the Computer Department because it is precisely the information provider.
The core work of a Department of Informatics is done, as mentioned above, through an Information System. Knowledge of information systems encompasses both technical and behavioral perspectives, highlighting awareness of their administrative, organizational and technological dimensions. Information systems define five key challenges for managers today: the strategic business challenge; the challenge of globalization, the challenge of information architecture; the challenge of investing in information systems and the challenge of responsibility and control.
You provide real solutions in the different types of information systems in current institutions: Business operations processing systems, Knowledge automation / office work systems, Management information systems, Decision support system, and Management support systems. These systems serve various purposes by supporting the different levels and functions of the institution.
Information systems are also used in business to obtain a competitive advantage. Strategic information systems have transformed the products and services of institutions, marketing strategies, customer and supplier relationships, and internal operations. To strategically use information systems, institutions have to undergo technical and social changes.
Information systems are delineated according to organizational structure, culture of political processes, and administration, since information technology can also influence institutions.
An information system can be technically defined as a set of interrelated components that allow information to be captured, processed, stored and distributed to support decision-making and control in an institution. In addition, to support decision making, coordination, and control, information systems can also help managers and staff analyze problems, visualize complex issues, and create new products.
1.2 Organization chart.
Because each company has different needs, it is that each of these must establish its organization and modify it based on its requirements and possibilities, in our specific case, we will show the current organization chart clarifying that due to the rapid growth we are experiencing, it is It is likely that it will soon have to be modified:
1.3 Job Description.
One of the most important parts within any organization is undoubtedly having it well defined and knowing perfectly what each person, who forms said organization, does or should do within it, that is why it becomes essential to work with descriptions of stalls. In a systems department there are defined generic positions which are taken by the organization and adapted according to its needs. Below we give an example of these generic positions and later on how these were adapted to our specific needs and cases.
| Profession | Desirable activities and knowledge |
| General Computer Scientist | With extensive experience in different branches. It is desirable that his work has been carried out in Exploitation and in Project Development. Knowledgeable Systems. |
| Project Development Expert | Extensive experience as project manager. Expert analyst. Connoisseur of the most important development methodologies. |
| Systems Technician | Expert in Operating Systems and Basic Software. Connoisseur of equivalent products on the market. Extensive knowledge of Exploitation. |
| Expert in Databases and Administration of the same. | With experience in the maintenance of Databases. Knowledge of compatible and equivalent products. Good exploitation knowledge |
| Communication Software Expert | High specialization within the systems technique. Deep knowledge of networks. Very expert in teleprocessing subsystems. |
| CPD´S Exploitation and Management Expert | Responsible for a Calculation Center. Extensive experience in job automation. Expert in human relations. Good knowledge of systems. |
| Organization Technician | Organizing and coordinating expert. Specialist in the analysis of information flows. |
| Cost evaluation technician | Economist with computer knowledge. Cost management. |
Within the department there are different positions, to which different activities and responsibilities are assigned. The characteristics of each one are described below.
It has:
1 Manager
1 As / 400 Development Manager
1 As / 400 Technical Support Manager
1 Network Development Manager
1 Network and Communications Manager
1 Operator and Installer
1 Secretary
JOB DESCRIPTION
Name …………….: Gustavo Bonifaz S.
Department …….: Systems
Position ……………….: Manager of the Systems Department
Definition:
He is responsible to the direction of the establishment and operation of the department, so that it meets the needs of the company in the short and long term.
He is the management advisor regarding the use of computers and is the technical and administrative director of all data processing activities.
It helps management determine the needs regarding the information and equipment necessary to achieve the company's objectives.
Define and control the budget and necessary means for the department.
Interpret the needs of the company and prepare and publicize the automation plan.
Prepare the projects with the users ensuring that the works are integrated in an appropriate way and are justified and approved.
Prepare studies for the selection and acquisition of computer equipment and accessories.
Suggests the expansion or substitution of existing facilities
It standardizes the methods and establishes the norms of efficiency and costs making sure that the staff knows and accepts them.
He reports on various problems through subordinates and follows up to apply quick and effective solutions.
It establishes communication between the department staff and fosters good relationships between them.
It will ensure that those responsible for user services comply in such a way that said user is satisfied.
JOB DESCRIPTION
Name …………….: Ignacio Bañuelos.
Department …….: Systems.
Position ……………….: Manager of Networks and communications.
Definition:
He is responsible for the establishment and operation of the group's computer networks.
He is in charge of the design and implementation of these networks.
He is responsible for the configuration and installation of the necessary software.
He is responsible for the communication equipment.
He is in charge of keeping the computer equipment communicated.
He is in charge of researching and proposing network and communication solutions.
He is responsible for maintaining and controlling the wiring.
JOB DESCRIPTION
Name …………….: Alejandro Solares.
Department …….: Systems
Position ……………….: In charge of software development for Networks and Pcs.
Definition:
He is responsible for the development and maintenance of the systems that run on the network and the pcs.
It is responsible for the packages installed on the network and pcs.
Interpret the needs of the users and create the pertinent solutions.
Prepare the projects with the users ensuring that the works are integrated in an appropriate way.
Prepare studies for the choice and acquisition of software for networks and pcs.
It is in charge of standardizing the packages and software that runs under networks and pcs.
He is in charge of researching and testing new products for networks and pcs.
It is responsible for the integrity of the information that is generated and manipulated in networks and pcs.
JOB DESCRIPTION
Name …………….: Rodolfo Segura.
Department …….: Systems
Position ……………….: In charge of software development for As / 400.
Definition:
He is responsible for the development and maintenance of the systems running As / 400.
It is responsible for the packages installed on the As / 400.
Interpret the needs of the users and create the pertinent solutions.
Prepare the projects with the users ensuring that the works are integrated in an appropriate way.
Prepare studies for the selection and acquisition of software for As / 400.
It is in charge of standardizing the packages and software that runs under As / 400.
He is in charge of researching and testing new products for As / 400.
He is responsible for the integrity of the information that is generated and manipulated in As / 400.
JOB DESCRIPTION
Name …………….: Juan José Figueroa.
Department …….: Systems
Position ……………….: As / 400 Technical Support Manager.
Definition:
He is responsible for the installation and maintenance of the As / 400 operating system.
He is responsible for the configuration of the As / 400.
It is in charge of detecting faults and their correction.
He is in charge of the good performance of the team.
Prepare studies for the selection and acquisition of software for As / 400.
It is in charge of installing and configuring the PC-As / 400 emulation and communication software.
He is in charge of researching and testing new products for As / 400.
JOB DESCRIPTION
Name …………….: Araceli Silva.
Department …….: Systems.
Position ……………….: Secretary.
Definition:
She is in charge of assisting in the administrative processes of the department.
It is in charge of controlling messaging operations.
She is in charge of preparing and receiving orders, correspondence, memoranda, faxes and documents in general.
She is in charge of receiving and answering phone calls.
She is in charge of organizing and maintaining the file in optimal conditions.
She is in charge of the petty cash.
JOB DESCRIPTION
Name …………….: Maximiano Perales.
Department …….: Systems.
Position ……………….: Operator and Installer.
Definition:
It is in charge of executing and controlling all the backups of the information of the different computers.
He is in charge of controlling the inventory of equipment and accessories, as well as the PC software packages.
It is in charge of preparing consumable orders (Floppy Disks, Tapes, Tonners, Cartridges for backups, etc.).
It is in charge of giving preventive maintenance to PCs.
It is in charge of making the Hardware and Software installations to the Pcs.
It is in charge of making minor revisions and repairs to the PCs.
1.4 Rules and Procedures .
As in all the organizations and parts that comprise it, the Systems department must have a series of Norms and Procedures that govern the behavior of both the employees who work there and those who make use of the facilities that this department provides them; We present these Rules and Procedures below.
Rules of Procedure.
All employees of the department must report daily to their work, except Sundays and holidays considered by the company.
The hours they must meet is from Monday to Friday from 9:00 a.m. to 2:00 p.m. and from 3:30 p.m. to 6:00 p.m., on Saturday from 9:00 a.m. to 1:30 p.m.
All employees must check their entry into the schedule found on the company's local network. They have a period of 15 minutes maximum so that they are not considered delay, if for any reason they cannot arrive they must notify and the reason must be justified.
Reading non-work magazines, newspapers or books during work hours is prohibited.
They must keep their work places clean and in good condition.
The phone is for work matters, so it should be used as little as possible in personal matters.
Every time an employee has to leave the department, it is necessary to notify the secretary or write down where they are going on the board.
The team with which each employee works is his responsibility, so he must take care of it and keep it in good condition.
We are a service department so it is a requirement that employees have a friendly relationship with users.
Each employee must fill out their daily activities report.
There should be no Smoking, Eating or Drinking inside the machine room.
Only authorized personnel can enter the work areas.
The last person to leave the premises is responsible for closing and leaving the lights off.
Behavior (vocabulary, clothing, etc.) must be taken care of in the workplace.
Every Monday an internal meeting must be held in which the work plans will be reviewed as well as the activities developed and to be developed.
There must be a cordial work environment, so if there is a misunderstanding, I must clarify immediately, either among those involved or with the intervention of the department head
Anything that is not in this regulation and that could generate doubts or conflicts, must be dealt with directly by the Manager of the department.
Procedures
Just as there are Rules to regulate the operation of the department internally, there are some procedures that govern the relationship with the other areas of the company, it is worth mentioning that only those that directly affect the department in relation to others will be named.
Process Request.
(See form in appendix A.)
Every time a user or department requires an activity on the part of the systems department, they can request it verbally, as long as the activity does not require many resources, otherwise it must be done through a process request.
Refunds.
The department has an amount of money to defray the expenses derived from an emergency, which must be justified and authorized by the manager. Every time the expenses have covered 80% of said amount, a check request must be made to reimburse it. Said request must have attached the notes or invoices that cover the expenses duly completed with the name, address and federal registration of the company, as well as the signature of the manager and the itemized VAT; the notes should be pasted on white sheets and should not be altered.
Purchase Order Request.
(See form in appendix A.)
When the department requires supplies, equipment or accessories, it must request its purchase through said request, which must indicate the date, the requesting department and him, or the required items, in addition to the signature (s) authorization.
Check request.
(See form in appendix A.)
Whenever a payment is required, whether for fees or other non-emergency expenses, a check must be requested with an application, which must indicate the date, the name of the beneficiary (who will be will pay), the amount indicating whether they are dollars or national currency and the concept, in addition to the authorization signature (s).
Warehouse exit.
(See form in appendix A.)
When the department requires an item that is in any of the company's warehouses (Stationery, General, Food and beverages), it must request it through the corresponding requisition (s), indicating the code, description and quantity of it, or the items required, the destination of the merchandise in addition to the authorization signature (s).
Work order.
(See form in appendix A.)
If any special work or installation is required, it must be requested from the maintenance department through a work order, briefly describing the work requested, the place where it must be carried out and the authorization signature (s).
Recruitment.
(See form in appendix A.)
Due to the rotation of personnel that we have in the systems department, and given the importance that this resource has for the proper functioning of the department, it is necessary to dictate a procedure so that the hiring is done in an adequate way.
Currently the department has the following positions, for which contracts are made.
1 Manager
1 As / 400 Development Manager
1 As / 400 Technical Support Manager
1 Network Development Manager
1 Network and Communications Manager
1 Operator and Installer
1 Secretary
1.- Once it is known that a person will stop working in the department, a hiring request is sent to the Human Resources department, in which the position to be filled must be specified. the requirement is of plant or not, and the requirements that the candidate must meet. This request must be signed by the department manager and the area manager.
The requirements for each position are as follows:
Department Manager.
- Professional in the area of computer systems
- Minimum experience of 4 years in a similar position
- Experience in personnel management
- Age between 25 and 35 years
- Command of the English language
As400 Development Manager
- Professional in the area of computer systems
- Minimum 2 years experience in similar position
- Age between 22 and 30 years
- Command of the English language
- Experience in handling As400 equipment and compatible PC's
- Knowledge of Cobol, and development tools in As400
- Ease of dealing with people.
As400 Technical Support Manager
- Professional in the area of computer systems
- Minimum 2 years experience in similar position
- Age between 22 and 30 years
- Command of the English language
- Experience in handling As400 equipment and compatible PC's
- Knowledge of OS / 400 operating system
- Software installation and configuration management for As400
Network Development Manager
- Professional in the area of computer systems
- Minimum 2 years experience in similar position
- Age between 22 and 30 years
- Command of the English language
- Experience in handling PC equipment
- Knowledge of Clipper, Delphy, Windows 3.1 / 95/98 / NT DOS
and other tools for PC management.
- Ease of dealing with people.
Network and Communications Manager
- Professional in the area of computer systems
- Minimum 2 years experience in similar position
- Age between 22 and 30 years
- Command of the English language
- Experience in handling PC equipment
- Experience in communications management (hubs, routers, etc.)
- Knowledge of Clipper, Delphy, Windows 3.1 / 95/98 / NT DOS
and other tools for PC management.
- Knowledge of network operating systems
- Knowledge of software installation and configuration
- Knowledge of hardware installation and configuration
- Knowledge of equipment installation and configuration
Communications.
Operator
- Intern or technician in the area of computer systems
- Minimum experience of 6 months in as400 operation
- Minimum experience of 6 months in software installation
for PC's
- Minimum experience of 6 months in Hardware installation
for PC's
- Age between 19 and 28 years
- Knowledge of the English language
Secretary
- Secretarial studies
- 6 months of minimum experience required
- Age between 18 and 23 years
- Knowledge in the use of keyboards and computer equipment
- Knowledge of the English language
- Full time availability
- Kind treatment of people
- Female sex
2.- Human Resources must recruit candidates and send them to the Systems Department with an application previously completed by the candidate.
3.- The manager of the department must interview the candidates and in relation to the fulfillment of the previously listed requirements, applying his criteria, he must choose one. If none satisfactorily fill the position, contact human resources to proceed with more recruitments.
4.- Once chosen, the person is sent to human resources to request their papers, sign their temporary contract and start working.
5.- At the beginning of your work, you will be given a small induction that consists of introducing you to the people and tools with which you will be working from then on.
6.- After a month of working, it is evaluated and in case of qualifying, your final contract is made.
Security.
A very important point within a computer center and a Systems Department is without a doubt the security, the assets and the information that are managed there are so critical that any damage they may suffer would become a great disaster for the institution. For this reason, it is of vital importance to implement a procedure that regulates precisely this point.
1.- Control access to the Systems area.
2.- Use updated antivirus.
3.- Define responsibilities for the security of data, systems and programs.
4.- Involve several people in delicate functions. Do not depend on just one to carry them out.
5.- Emphasize to the department staff the importance of safety and personal responsibility.
6.- Establish contingency and emergency plans.
7.- Make known only to authorized personnel where they are and how to obtain confidential data.
8.- Keep fire detectors, extinguishers and other equipment in case of fire or other disaster in good condition.
9.- Protect the equipment from physical damage. (Dust, smoke, etc.)
10.- Keep away all magnetic material since it can damage the storage units.
11.- Change access codes regularly.
12.- Have and carry out a backup plan.
13.- Periodically review these backups.
14.- Have a data recovery procedure.
15.-Keep the area clean and tidy.
16.- Use regulators, conditioners and batteries for current changes.
17.- Develop secure systems and programs.
18.- Implement a security system for accesses (Fire wall).
CHAPTER II. DEPARTMENT FUNCTIONS.
2.1 Main functions and services it offers.
The main function of a Systems Department is to create and offer information systems that allow solving the institution's computing and decision-making needs.
It should be noted that we as a Systems department are a service department, and that our clients are precisely the other departments that make up the group. The products we offer are services and can be grouped into the following functions:
1.- The administration and maintenance of the existing systems in the group
2.-Advice and training to the different departments and companies of the group.
3.- Feasibility studies, purchase and installation of equipment
4.- Evaluation and acquisition of software and packages.
5.- Development of new systems.
6.- Preparation of manuals and documentation
7.- Administration and maintenance of Pcs, Networks and As400 equipment
8.- Periodic review of information needs.
9.- Hiring of services and external consultancies.
10.- Maintenance and repair of computer equipment.
11.- Purchase control of everything related to computer equipment, software, consumables and accessories.
12.- Implementation and administration of Internet and Intranet and email services.
2.2 Main Clients.
For a service department within a company, its customers are all the departments, areas and people to whom it precisely provides its services. In the specific case of the Systems Department, its clients range from top management or direction, to administrative auxiliary personnel who require information to carry out their work properly.
Our clients could classify them as follows:
- a) The executives. They are those that are at the top of the organizational structure, they require our services in the form of pure information, that is, they do not require systems or programs that allow them to process or capture information, they must be provided with simple tools that it throws concise information at their disposal for decision-making. b) The bosses and coordinators. They are those who are in the middle part of the organization chart, they supervise the work and deliver results. They require our services through programs and systems that allow them to visualize and supervise the work of their subordinates, which also allows them to manage the information that results from daily operations and, in turn, be able to generate reports to present results.The information at this level is a little more detailed and this type of user has the facility to operate it. C) Administrative assistants, operators, secretaries who directly operate the systems. They are those whose job is to feed the systems with data to obtain information, these are our most numerous clients and require our programs to carry out their work. D) Workers in general. These are the ones that without using any system, also require information or service, that is, to collect, they require the payroll process to run, which is undoubtedly a whole system. E) External clients. That like the previous ones require the information generated by the different systems and services.c) Administrative assistants, operators, secretaries who directly operate the systems. They are those whose job is to feed the systems with data to obtain information, these are our most numerous clients and require our programs to carry out their work. D) Workers in general. These are the ones that without using any system, also require information or service, that is, to collect, they require the payroll process to run, which is undoubtedly a whole system. E) External clients. That like the previous ones require the information generated by the different systems and services.c) Administrative assistants, operators, secretaries who directly operate the systems. They are those whose job is to feed the systems with data to obtain information, these are our most numerous clients and require our programs to carry out their work. D) Workers in general. These are the ones that without using any system, also require information or service, that is, to collect, they require the payroll process to run, which is undoubtedly a whole system. E) External clients. That like the previous ones require the information generated by the different systems and services.These are our most numerous clients and require our programs to carry out their work. d) Workers in general. These are the ones that without using any system, also require information or service, that is, to collect, they require the payroll process to run, which is undoubtedly a whole system. E) External clients. That like the previous ones require the information generated by the different systems and services.These are our most numerous clients and require our programs to carry out their work. d) Workers in general. These are the ones that without using any system, also require information or service, that is, to collect, they require the payroll process to run, which is undoubtedly a whole system. E) External clients. That like the previous ones require the information generated by the different systems and services.That like the previous ones require the information generated by the different systems and services.That like the previous ones require the information generated by the different systems and services.
All of the above require in addition to systems, training, documentation, training, installation and other services offered by the department.
2.3 Goals and Objectives.
The basic objective of the Systems Department is to supply the information needed to control the strategy and carry out the different functions of the company, as well as the tools necessary for its manipulation.
Although the objective is unique and primordial, it is said to be unattainable since it is the end that must be reached, and the end marks the end of everything. To the objective one approaches and the advances towards it are measured by means of goals, which are concrete and achievable.
Since the creation of the department, a set of goals have been set, which have been achieved over time, however, when completing the administrative cycle (planning and control) and reviewing the action plans and the achievements obtained, new goals are restated. which are often the same with some innovations or improvements, and we can focus on the following as main and constant.
a) Constitute the group as a single institution and implement a single information system that works for all areas.
b) Standardize equipment and systems.
c) Create and apply a constant and effective training and training plan.
- Create and carry out a plan to renew and update equipment and software. Maintain the integrity of the information. Create an effective contingency plan. Develop reliable and operational programs and systems that facilitate the work of the employees and achieve considerable savings and making good decisions.Have all systems documented.Create a real and reliable budget.Create a plan and carry out the necessary actions to safeguard ourselves from the problem of the year 2000.Create a healthy and cordial environment among the department staff and to other users. Maintain ourselves as a leading department in the services we offer.
CHAPTER III. MAIN TOOLS USED BY THE DEPARTMENT.
3.1 Necessary Resources.
The organization, to achieve its objectives requires a series of resources, these are elements that, properly managed, will allow or facilitate you to achieve your goals.
Resources and Capabilities.
The distinctive abilities of an organization arise from two complementary sources: resources and capabilities. (2). Resources refer to the financial, physical, human, technological and organizational means of the company. These can be divided into tangible resources (land, buildings, plants and machinery) and intangible resources (brands, reputation, patents and marketing or technological know-how). To create a distinctive skill, a company's resources must be unique and valuable. A unique resource is one that no other company owns. For example, Polaroid's distinctive ability in instant photography is founded on a unique intangible resource: the technological know-how involved in the instant development process.This Polaroid technological know-how was valuable because it generated great demand for its photographic products.
Capabilities refer to the abilities of a company to coordinate its resources and allocate them for productive use. These skills reside in the routines of an organization, that is, in the way a company makes decisions and manages its internal processes in order to achieve organizational objectives. In general, a firm's capabilities are the product of its organizational control structures and systems. They specify how and where decisions are made within them, the type of behavior they pay, and their cultural norms and values.
There are a number of resources that are necessary and indispensable for the operation of a company or institution, which is directly reflected in its different areas or departments since it is precisely these that form it.
The resources that we use in the Systems Department can be grouped into three main branches: Human, Material and Financial.
Human Resources.
What is the Human Resource ?.
(2) S. Ghoshal and CA Barlet. Matsushita Electrical Industrial in 1987. Harvard business school case 399-144. 1998.
They are all the people who work in a company and it is the basic element of quality. (3).
The most important resources that an institution has, its men. (4).
Characteristics of the Personnel.
They cannot be owned by the organization, unlike other resources. Knowledge, experience, skills, etc.; they are part of personal assets.
The activities of people in organizations are, as noted, voluntary; but, not for the fact of having a work contract, the organization will count on the best efforts of its members; on the contrary, they will only count on him if they perceive that this attitude is going to be profitable in some way.
Intangible experiences, knowledge, skills, etc.; they manifest themselves only through the behavior of people in organizations. Their members provide a service in exchange for financial and emotional remuneration.
The total human resources of a country or an organization at any given time can be increased. Basically there are two ways for this purpose: discovery and improvement.
Human resources are scarce; not everyone has the same skills, knowledge, etc. For example, not everyone is a good singer, a good administrator, or a good mathematician.
There are a number of definitions for human resources, however all agree that it is a set of people and that they are basic to the operation of any institution, therefore many of the authors who have written on this topic consider it the most important.
Not only human effort or activity is included in this group, but also other factors that give different modalities to that activity: knowledge, experiences, motivation, vocational interests, aptitudes, attitudes, abilities, potentialities, health, etc.
Human resources can improve and perfect the use and design of material and financial resources, which is not the reverse.
That is why it becomes imperative to establish strategies that allow us to manage, conserve and develop this resource.
(3) Quality in Customer Service. Diploma in Administration in Customer Service. Module VII.
(4) Reyes Ponce, Agustín. Staff Administration. First edition, 1979.
Strategy and Efficiency of Human Resources.
Employee productivity is one of the key determinants of a company's efficiency and cost structure. The more productive the employees, the lower the unit costs. The challenge for the human resources function in a company is to invent ways to increase worker productivity. It has three fundamental alternatives: train employees, organize the workforce into self-managed teams, and link pay to performance.
Employee Training Individuals are an important input into the production process. A firm that employs people with great skills is likely to be more efficient than one with less qualified staff. More skilled individuals are able to perform tasks more quickly and accurately, and are more likely to learn complex tasks associated with many modern production methods than those with less skill. Training can improve employee skill levels, providing the firm with productivity-related efficiency gains. (5).
Indeed, research by MIT's commission on industrial productivity indicates that one of the main sources of the competitive advantage that many Japanese companies have over their European and American rivals is their commitment to improving the skill level of their employees by permanent training programs. (6). These programs have four important components. First, rotating employees across various departments enables them to acquire general skills. For example, all new workers hired by Sanyo, the Japanese home appliance company, must spend time in sales and rotations between research and manufacturing.
Second, many Japanese firms have extensive off-the-job training..Of 30,000 Sanyo employees, 10,000 go through the Sanyo Corporate Educational Training Center annually, where they each stay for at least three days. Third, many Japanese organizations motivate their employees to develop skills through correspondence courses, the costs of which are often reimbursed by employers at the end of the program. Finally, participation in team activities focused on improving company performance generates an overall increase in employee skill levels. Non-Japanese companies that want to improve the skills of their employees might consider taking similar steps.
Self-managed teams These teams are a relatively recent phenomenon in North American industry. A few companies used them until the mid-1980s, however, since then they have spread rapidly.
(5) A. Sorge and M. Warner. Manpower Training, Manufacturing Organization, and Work Place Relations in Great Britain and West Germany. British journal of industrial relations, 18. 1980. Pp 318-333.
(6) ML Dertouzos, RK Lester, RM Solow. Made in America. MIT Press. 1989
The growth of flexible manufacturing cells, which constitute teams of workers, undoubtedly facilitated the expansion of self-managed teams.
The typical team comprises from 5 to 15 employees who make a complete product or a sub-assembly. Team members learn all of the team's tasks and rotate each one. The result is a more flexible workforce. Team members can replace absent teammates. The teams also take on administrative duties such as scheduling work and vacations, ordering materials, and hiring new members.
The great responsibility imposed on team members and the empowerment that this implies are considered motivations. (Empowerment is the process of empowering lower-level employees to make decisions.) People often respond well when given greater autonomy and responsibility. Performance bonuses coupled with team production and quality goals work as an additional motivation.
The net effect of the introduction of self-managed teams is supposedly an increase in productivity of thirty percent or more, and a substantial increase in product quality. Additional cost savings come from eliminating supervisors and creating a flatter organizational hierarchy. Perhaps the most powerful combination is that of self-managed teams and flexible manufacturing cells. The two seem made for each other. For example, after the introduction in 1988 of flexible manufacturing technology and work practices based on self-managed equipment, a plant at General Electric located in Salisbury, North Carolina, increased productivity by two hundred and fifty percent compared to other plants. of the company that manufactured the same products in 1984 (7).However, these kits are not a panacea; Unless they are integrated with flexible manufacturing technology, teams may not realize their full potential.
Pay for performance. People work for money, for this reason, it's hard to be surprised that linking pay to performance can help increase employee productivity. However, the issue is not as simple as just introducing incentive payment systems; It is also important to define what type of performance will be paid and how. Some of the most efficient companies in the world, aware of the need for cooperation among employees to obtain productivity benefits, do not link pay to individual performance. Rather, they associate it with group or team performance. For example, at Nucor, widely considered one of the world's most efficient steelmakers, the workforce is divided into teams of thirty or more individuals. The payment of bonuses,which can amount to thirty percent of base salary, is linked to the team's ability to meet productivity and quality goals. This general instance strongly motivates individuals to cooperate with each other in achieving team goals; that is, it facilitates joint work.
(7) J. Hoerr. The Playoff from Teamwork. Business Week July 1989. Pp 56-62.
The human resource in the Systems Department is its people, the personnel who work there and which are made up of:
1 Manager
1 As / 400 Development Manager
1 As / 400 Technical Support Manager
1 Network Development Manager
1 Network and Communications Manager
1 Operator and Installer
- Secretary
Material resources.
It refers to all those palpable objects that are used as tools to facilitate work.
It is very important to have strict control over them, because although many of them are not very expensive, there are also some of great economic and utilitarian value, they are generally required and sometimes even dependent on them, so it is very important to obtain them., keep them in good condition and keep them.
It is necessary to establish procedures for their acquisition and control since if they do not meet the quality and functionality requirements, they will only be articles and will not fully meet their objectives.
Among the material resources necessary for the Systems Department we have:
Computer equipment.
Wiring installations.
Comunication team.
Accessories and consumables (tapes, toners, floppy disks, etc.)
Stationery and OFFICE.
Furniture and office equipment.
Electrical installations.
Offices.
Telephone lines.
Decorative items.
Manuals, books and written documentation.
Cleaning articles.
Tool.
Software and packages.
Spare parts for computer equipment and communication facilities.
Depending on the current and the criteria of some authors, another resource could be the Technician, in which Software, Skills, Technology, Research, etc. are grouped, however for the purposes of this work, we only grouped them into three and placed them in them. what some people define as Technical Resources.
Financial resources.
"Great gentleman is money," says a very accurate saying. "With money the Dog dances," says another; And so we could name a series of sayings and sentences that refer to this resource, which is nothing more than reaffirming its importance in daily and daily life, much more so for the opening and functioning of any institution. Strong investments and sums of money are injected daily for the subsistence and development of companies, and it is by means of this factor that the performance and result of most commercial and commercial companies is measured.
It is without a doubt that the financial resource is very important for the operation of the organizations and their departments, and although when we talk about financial resources, we usually think of money, its components are varied and sometimes complex. Among the main components of financial resources we can name: Money, Shares, Accounts Payable, Accounts Receivable, Checks, Payments, Documents, Investments, Credits, Bonds, Credit and Debit Cards, and many more.
For the specific case of our department, we could say that the most usual is money and we use it to buy different material resources, to pay payroll, benefits and incentives, to buy food and service payments; however for this same purpose we also use checks, bank accounts, bonds and in some cases credits or financing for the acquisition of equipment.
Nowadays, e-commerce is beginning to be used more and more, and at the moment it is carried out through credit cards, but soon it is probable that some other instrument will be created for this type of operation, and it is certain that department and company we have to use.
3.2 PUBLIC RELATIONS AS A WORK TOOL
One of the main tools at work is public relations, for better communication and scope of a systems area.
Among public relations, the interview with users stands out, since we could say that everything is based on interaction between people.
Interview with the User.
The interview should be carried out to check the data provided and the situation of the dependency in the Systems Department. Its purpose is to know the opinion that users have about the services provided, as well as the dissemination of computer applications and operating systems.
Interviews should be made, if possible, to all users or randomly to some of them, both the most important and the least important, in terms of equipment use.
From the user's point of view, systems must:
- Comply with total user requirements. Cover all necessary controls. Do not exceed initial budget estimates. They will be easily modifiable.
For a system to meet user requirements, complete communication between users and responsible for system development is required.
In this same stage, the quality of the information that will be processed by the computer should have been defined, establishing the risks of the same and the way to minimize them. For this, the appropriate controls had to be defined, also establishing the levels of access to information, that is, who has consultation privileges, modifying or even deleting information.
This stage will have to be carefully verified by the internal auditor specialized in systems and by the auditor in computer science, to verify that an adequate understanding of user requirements and satisfactory control of information was achieved.
To verify if the services provided to users are those required and are being provided adequately, at least the following information will need to be considered.
- Description of the services provided. Evaluation criteria used by users to evaluate the level of the service provided. Periodic report of the use and concept of the user about the service. Record of the requirements posed by the user.
With this information, it is possible to start the interview to determine if the services provided and planned by the IT department cover the information needs of the dependencies.
Below is a questionnaire guide to be applied during the user interview.
QUESTIONNAIRE
- Do you consider that the Systems Department provides the expected results?.-
Yes () No ()
Why? How do you consider, in general, the service provided by the Systems Department?
Poor () Acceptable () Satisfactory () Excellent ()
Why?
- Does the system you use meet your needs? ?
Not covered () Partially () Most () All ()
Why? Is the Systems Department available for your requirements?
Generally does not exist () Occasionally () Regularly () Always ()
Why? Are the works delivered on time?
Never () Rarely () Occasionally () Generally () Always ()
Why? What do you think of the presentation of the works requested to the Systems Department?
Poor () Acceptable () Satisfactory () Excellent ()
Why? What do you think of the IT consulting?
Not provided () Not enough () Satisfactory () Excellent ()
Why? What do you think about the security in handling the information provided by the system you use?
Null () Risky () Satisfactory () Excellent () Unknown ()
Why? Are there any errors in the information processes?
Which ones? How do you use the reports that are provided to you? Which ones do you not use? Of those that you do not use, why do you receive them? What suggestions do you have regarding the elimination of reports, modification, merger, division of reports?
- Is there a user manual per System?
YES () NO () Is the user manual clear and objective?
IF NOT ()
- What is the opinion of the manual?
NOTE: Ask for the user manual to evaluate it. Who is involved in the design of your department?
- What systems would you like to see included?
- Observations:
3.3 The Importance of Communication.
The key point of human evolution lies in a good understanding between people, good communication is the basis so that problems, before they happen, are analyzed and tried to avoid.
As separate functional hierarchies evolve, the functions grow more distant from each other. As a result, it becomes increasingly difficult to communicate across functions and coordinate their activities. This problem comes from functional orientations. With greater differentiation, the different functions develop different orientations towards the problems and difficulties that the organization faces. Different functions have different timings or goal orientations. Some functions, such as manufacturing, consider projects for limited periods of time and focus on achieving short-term goals, such as reducing manufacturing costs. Others, like research and development, look at things from a long-term point of view, and their goals (i.e.innovation and product development) can have a time horizon of several years. These factors can cause each function to develop a different vision of the strategic aspects facing the company. For example, manufacturing may consider a problem such as the need to reduce costs, for sales it may be the need to increase the ability to satisfy the customer, and research and development may define it as the need to create new products.and research and development can define it as the need to create new products.and research and development can define it as the need to create new products.
In such cases, the functions have communication and coordination problems with each other and the bureaucratic costs increase.
That is why in the Systems Department the basis of the work is interdepartmental communication, that is, to analyze the systems to be carried out and the modification of those that already exist.
As there is communication between the departments involved, the situation to be created is analyzed and a point is reached, analyzed by the departments, and a system is created that is adoc to the needs, taking into account the characteristics of the computer equipment where the system will be carried out. and everything around you.
This, for example, prevents the system programmer from doing a job without consulting the data subject and doing things without taking him into account, avoids redundancy of work as well as doing it many times. It also prevents the user from being left with a vague idea of what they will receive as a final product.
The agreements that are reached must be recorded either in a minute or in a memorandum, to have these agreements recorded.
In the systems area we have several communication methods:
Verbal communication. It can be person to person, through phone calls, meetings and work sessions.
Written communication. Letters, manuals, faxes, documents and memoranda.
Electronic communication. It is done using computer equipment, personal computers, email, Internet and Intranet.
Pictographic Communication Through icons in programs and systems, and signs with symbols.
3.4 Leadership and Motivation
You cannot talk about a successful company without a leader at the head of it.
Leader.
Being a leader means having the ability to combine the actions that are exerted on people to bring out their feelings, interests, aspirations, values, attitudes, aptitudes and in general all kinds of human reactions.
A leader must participate as administrator in the control stage of the activities of the environment of his organization, since the good leader not only initiates the movement but must direct it or at least guide it.
An effective organization is one that makes all the people who are part of it, know the objectives that it pursues as well as what is not good for it; in this way, they can make the most appropriate decisions at the level that corresponds to them without the need to resort to higher levels of said organization.
To be a leader it is necessary to know how to manage and exercise authority and power over other people.
A leader is one who has the ability to solve problems, meet needs, and teaches how to give meaning to life by having the power to turn ordinary people into extraordinary people.
Today's times lead to seeing the boss as an equal, including criticizing and challenging him. In years past the chief had support and respect and was seen as a superior; Now the boss must have the ability to handle situations and treat his employees appropriately to earn their obedience and loyalty, this is a merit that only the leader can obtain.
Leadership is not studied in any university, it is the product of the personal conviction of becoming a leader, it is having character, vision, decision, will and self-confidence. Not based on its limitations but on its possibilities, the limitations must remain in yesterday, the possibilities in tomorrow.
To be a leader, you must always think about innovating, developing, anticipating, deciding and inspiring confidence; visualize in the small, medium and long term; face the problems and not depend on anyone to give them the best solution in the shortest possible time.
One must be willing to learn to differentiate between what one wants and what one can, between what is needed and what satisfies, and above all between the personal values and those of the organization that he directs to achieve self-control. and obtain the creative faculty to grow in knowledge and experiences.
Leading with the word and inspiring confidence, get employees to take the initiative to carry out their work with enthusiasm and dedication, motivating them to express their work-related needs, thus obtaining the formula to know how to motivate them.
The simplest way to motivate is to know that the employee will correspond according to his own interests; that is, there is a relationship between motivation and the needs of the employee. This means that in order to get followers motivated, leaders need to be able to meet their needs.
The most common needs are: Food, clothing, housing and education, among others.
In short: A leading businessman is one who manages to create leaders in his organization, allowing them under his direction to face the daily problems of the company so that, through their solution, they are trained, obtaining the necessary experience to learn and execute their work better.
Motivation to Staff.
Skill is the power to know how to do things, while motivation is to want to do things.
In this order of ideas, it could be said that the skill is obtained as a result of having the following skills:
- Education and trainingKnowledgeTrainingExperienceInterestSkill
The employee who has these skills is a good candidate for the leader to motivate him and get good job performance from him by using his skills to the benefit of the Company.
It should be kept in mind that among all the assets of the company, human resources (intellectual capital) are the only ones that are valued while all the others depreciate.
Valuing them means to interest them, train them and develop them to obtain their loyalty and their best desire to want to do things.
Lack of motivation produces inefficiency and monotony at work, unproductiveness and poor quality of service and as a result of all this, a high percentage of staff turnover.
Motivation produces a chain reaction that begins with the internal desire to satisfy needs that give rise to goal setting, which provoke actions aimed at achieving them and, therefore, satisfying those needs.
To motivate is to carry out actions tending to achieve reactions, therefore, to motivate is to induce the worker to act.
The leader should look for what are these actions called motivators, which he should use to make his staff react.
In order for a Company to be productive, it is necessary for the leader to value that the worker is its most important resource, and for this reason it must work in constant satisfaction of their needs.
Most of an employee's needs are met when he feels that he has a secure job that allows him stability in his environment and consistency in his family economy.
Currently, the modernization of all commerce systems has caused employees to possess greater knowledge and skills that can become significant contributions to improving service quality and productivity; They must be exploited by providing an adequate environment and conditions that motivate the employee to use their skills in optimizing job performance.
Principle of Balance.
In every structure there is a need for balance.
The principle of balance is common to all areas of science and to all functions of the administrator. The inefficiencies of long stretches of administration must be balanced with the inefficiencies of long lines of communication. The losses caused by multiple command must be balanced with the gains from expertise and uniformity to delegate functional authority to the staff and services departments. The savings from functional specialization in departmentalization must be balanced with the advantages of establishing responsible profit departments, semi-independent by pipeline or by territory. Again it is clear that the application of management theory depends on the specific situation.
Principle of flexibility.
The more measures that are taken to give more flexibility to the structure of an organization, the better it can fulfill its purpose. Procedures and techniques must be incorporated into each structure to anticipate and react to change. Every company moves toward its goal in a changing environment, both external and internal. The company that suffers from inflexibility, whether it is resistance to change, too complicated procedures or too rigid departmental lines, risks being unable to face the challenges of economic, technical, biological, political and social changes.
Principle of Leadership Facilitation.
Since management is highly dependent on the quality of leadership of those in managerial positions, it is important that the organizational structure contributes to creating a situation in which the manager can lead more effectively. In this sense, organization is a technique to promote leadership. If the allocation of authority and structural arrangements create a situation in which there is a tendency for department heads to be considered leaders and in which they are assisted in their leadership tasks, organizational structuring will have accomplished an essential task.
Personal Power and Team Leadership.
Leadership is a word and a theme in vogue. The ambition to develop leadership skills floods the executive levels of organizations worldwide. Authors and speakers, business, political, religious and military leaders are listened to with interest, as a source of knowledge to develop this capacity that is often seen as a gift.
This knowledge is a necessary starting point to ask yourself:
Do we learn to be leaders from this knowledge?
Do we learn to play soccer by talking or listening to soccer?
How can we build our own personal leadership?
How to move from charismatic leadership to team leadership?
«Leader is the one that others recognize as such «
We start from the following postulates:
Leaders build powerful narratives that give meaning to their lives, and to the lives of others. Narratives in which followers recognize themselves as protagonists.
Leadership is born from deep listening to the aspirations of oneself and others, beyond its expression in words.
Leadership based on the construction of powerful narratives generates team leadership, as this is the one that maintains and develops that narrative.
The action of leading involves developing skills in:
- The field of creativity, of the construction of interpretations that generate new opportunities for the environment. In the field of language, of the communication of visions and narratives that mobilize others. In the emotional field, of the creation of new dispositions to listen, commit and act in pursuit of a vision. In the bodily sphere, the development of presence, empathy, proximity.
"Those who have a clearly defined mission have always led those who do not have it"
Leading means trusting the followers' ability to act, their importance, their enriching role of the leader's own visions.
Only the leader does the job of leading, of inspiring his followers .
Who do I need to be to produce leadership?
Leaders are a source of inspiration for others. Who do I inspire?
What inspiration can be obtained from my behavior and the ideas that I transmit?
Leaders serve others, they give meaning to the lives of others. Who do I serve? What sense can others find in my speech and my action?
Leadership styles.
For his part, Abraham Nosnik employs James McGregor Burns' differentiation of negotiating and transformational leaders. The negotiating leader gives something in exchange for something; His contact with the subordinate is a transaction of resources of prestige, status, materials, time, commitment, etc. The transforming leader changes and is changed when he comes into contact with his subordinates.
There is mutual satisfaction of needs and, as a result of that interaction, both parties benefit, transformed. The transformative leader is the one who engages people with action, who turns followers into leaders, and who can turn leaders into agents of change. (8)
He further states:
"In our environment, according to the available studies and my own experience, there are even more negotiating leaders than transformers." (9)
The high resistance to organizational development programs in Mexican institutions has also been mentioned.
This is attributed to the fact that the changes threaten to diminish the status or prestige of individuals or groups. Any change that causes a manager or a group to lose prestige will be resisted. Sometimes changes can result in a potential disadvantage for an individual or group. Jobs may be threatened, the potential for promotion reduced, career development opportunities reduced, wages or benefits reduced, or the workload increased.
(8) Nosnik Ostrowiak, Abraham, "Transformative Entrepreneurs and Organizational Effectiveness: Notes for the Mexican Case.", In Javier Elguea S., "The Mexican Economy and its Entrepreneurs", Universidad Anáhuac del Sur, México, 1989, pp. 71 -89.
(9) Bermúdez Roldán, Eloisa, "Results obtained in Mexican companies with the implementation of organizational development programs", Thesis to obtain the degree of Bachelor of Business Administration, Instituto Tecnológico Autónomo de México, ITAM, México, 1985.
One of the most important challenges organizations face is managing change. Faced with the demands imposed by the dynamic environment, there is a need to make rapid and complex changes. In order to carry them out, mental and emotional preparation is necessary. Changing an organization involves modifying organizational, structural, and cultural systems to reach a new level of performance or a different standard. Most managers recognize that if an organization is to maintain excellence it must respond to significant environmental changes.
For example, Alfredo Acle Tomasini argues in his book "Strategic Planning and Total Quality Control":
«In a modern company - and this is a way of raising the quality of life - everyone must think and participate democratically in solving the problems in their area of work. Each one to the extent of his responsibility and hierarchical level, but always under the idea of teamwork, which should not only represent the arithmetic sum of the capacity of each individual that integrates it, but that through joint effort it is possible to develop a synergy that raises the potential of the group. " (10).
The other important challenge to Latin American leadership is that derived from the birth of the Information Age. In this era, business and government will be supported by knowledge and largely staffed by specialists who direct and discipline their own performance through organized feedback received from colleagues and clients.
The proliferation of information-supported organizations poses new management problems, but among them the development of rewards, recognition and development opportunities for specialists stands out. In general, the possibilities for development in traditional companies have been designed to promote professionals to administrative positions.
This will not be possible in the companies of the future. It will be necessary to create salary improvement opportunities for specialists independent of the current salary structures, which are mainly focused on remunerating according to the position in the hierarchical structure. In this way, specialists must be able to earn more than the administrators who direct them. This collides head-on with the current hierarchical system that prevails in most Latin American companies.
(10) Acle Tomasini, Alfredo, «Strategic Planning and Total Quality Control. A Real Case Made in Mexico. », Editorial Grijalbo, México, 1990, pp. 29 - 30.
CONCLUSIONS
It is a fact that a Systems Department is a service department, that its clients are the company's own employees and areas, and that they are the ones who take care of its services, which are as important as those offered to it. to external clients; because although it is erroneously believed that a service department only causes expenses and does not generate income, the latter are implicit in the savings it promotes and that it achieves through proper information management.
Can information systems flatten institutions by reducing the number of their levels? Will information systems allow institutions to operate with fewer managers and employees? Can information systems decrease the amount of document work? Can they be used to "reengineer" institutions so that they become smaller, more efficient, and attack thoroughly? Can institutions employ information technology to decentralize power to lower-level workers, and thereby unlock the creative talents of millions of workers?
These are among the most important administrative questions. The issues that bring up contemporary information systems (efficiency, creativity, bureaucracy, employment, quality of work life) are far-reaching issues in industrial society and predate computers. Advances in information systems have increased interest in these issues, because many well-known writers on the subject of business claim that information system technology can radically transform institutions into small and light machines. No one can deny that information systems have contributed to organizational efficiency and effectiveness.
Innovation in the institution is difficult and complex to achieve. It involves more than just buying technology. In order to reap the benefits of technology, innovations must be properly employed and managed. This, in turn, requires changes in the values, norms and guidelines of the interest groups within the institution.
The role of leaders is to take advantage of circumstances to solidify their
Power and that of the company itself. Leaders must use external opportunities to manage internal conflict in an institution in their favor and towards the successful development of it and their own agendas.
APPENDIX A
BIBLIOGRAPHY
- Clemons, Eric k. "Evaluation of Strategic Investments in Information Technology." Communications of the ACM (January 1991). Kennet C. Laudon, Jane P. Laudon. «Administration of Information Systems.» Prentice Hall. Third Edition (1996). Charles WL Hill, Gareth R. Jones. "Strategic management." McGraw Hill. Third Edition (September 1997).Systems Department. "Department Manual." Ghoshal and CA Barlet. "Matsushita Electrical Industrial in 1987". Harvard business school case 399-144. 1998. Quality in Customer Service. "Diploma in Administration in Customer Service". Module VII. 1999. Reyes Ponce, Agustín. "Staff Administration". Limusa. First edition, 1979, George and M. Warner. "Manpower Training, Manufacturing Organization, and Work Place Relations in Great Britain and West Germany".British journal of industrial relations. 1980.ML Dertouzos, RK Lester, RM Solow. Made in America. MIT Press. 1989. Hoerr. "The Playoff from Teamwork." Business Week July 1989.Nosnik Ostrowiak, Abraham. "Transformational entrepreneurs and organizational effectiveness: notes for the Mexican case.", In Javier Elguea S., «. The Mexican Economy and its Entrepreneurs ", Universidad Anáhuac del Sur, Mexico, 1989. Bermúdez Roldán, Eloisa," Results obtained in Mexican companies with the implementation of organizational development programs. ". Thesis to obtain the title of Bachelor of Business Administration, Autonomous Technological Institute of Mexico, ITAM, Mexico, 1985. Acle Tomasini, Alfredo, «Strategic Planning and Total Quality Control. A Real Case Made in Mexico. ». Editorial Grijalbo, México, 1990. Fernando Arias Galicia."Human resources management.". Editorial Trillas México 1979. Information taken from the Internet. University of Engineers of Madrid. Updates since 1995. Idelberto Chiavenato. «Introduction to the General Theory of Administration.»
