Teaching guide for business administration

1. The importance of administration in the company: Concept of administration

• Agustín Reyes Ponce: "The administration is the systematic set of rules to achieve maximum efficiency in the ways of structuring and managing a social organism." José Antonio Fernández Arenas: "Social science that pursues the satisfaction of institutional objectives through a mechanism operating and through human effort. "Heinz Weihrich and Harold Koontz:" Management is the process of designing and maintaining an environment in which, working in groups, individuals efficiently meet specific objectives. "George R. Terry:" The Administration is a very particular process consisting of the planning, organization, execution and control activities carried out to determine and achieve the objectives set with the use of human beings and other resources. »

guide-didactic-of-administration-of-companies

Based on the concepts established by the authors, we can conclude that:

Administration is a process to efficiently achieve the objectives of the organization, through coordinating all resources and with the collaboration of the human factor.

Administration characteristics

Administration is based on the following characteristics, according to Reyes Ponce and Hugo Rojas y Aguilar:

1. Its universality. The administration occurs in all kinds of organizations, call it the State, the army, companies, churches, family, etc. Its specificity. The administration has its own characteristics that are unmistakable with other sciences, although it is helped by them. Its temporary unit. In the administration, all or some parts of the administrative process are always taking place, its hierarchical unity. The levels of authority that are established within the organization are always respected. Instrumental value. Administration is a means to an end, since its purpose is eminently practical and through this it seeks to obtain certain results. Flexibility. The administration adapts to the particular needs of each organization.Extent of Exercise. This applies at all hierarchical levels of an organization.

Importance of administration

According to Agustín reyes Ponce and Joaquín Rodríguez Valencia, the importance of administration is based on the following points:

1. Management occurs wherever an organization exists. The success of a company or social body is due to the good management it has. For large companies, scientific management is essential. For small and medium-sized companies, the most Indicated to compete with others is the improvement of its administration, said in other words, to have a better coordination of its resources including the human. To achieve an increase in productivity, it will depend on an adequate administration. For organizations that are in the process of development, the main element to develop your productivity and your competitiveness with others is to improve the quality of your administration.

Principles of Administration

The Salvat Encyclopedia tells us that a principle is:

"Any of the first propositions or truths through which one begins to study, and are the rudiments and as foundations of them."

For almost all the classic authors of the administration, they define the principles:

"As norms or" laws "capable of solving the problems of a social organism."

Therefore, we can say that the principles of administration are:

In the year of 1911, Frederick W. Taylor published his work "The principles of Sicentific Management.", And establishes four basic principles of scientific administration that are the following:

1. Planning principle. In which the worker is prevented from improvising his work Preparation Principle. At this point, the employee is able to obtain training to better perform their work and therefore improve their productivity. Control Principle. The worker is supervised to adequately carry out his work Principle of Execution. Responsibility is distributed in work tasks.

Taylor began to create the principles according to the observations made at that time, thinking about obtaining the best productivity based on times and movements.

In France, Henri Fayol published his book called «Administration Industrielle et Genérale» in 1916, where the principles of administration appear for the first time, which are the following:

1. Division of labour. This principle refers to the way to specialize the functions of the members of the organization Authority and responsibility. Fayol considers authority and responsibility related, pointing out that one cannot be given without the other and vice versa. Discipline. Members of the organization must adhere to the established rules. Unit of command. It means that each employee should receive orders only from a boss. Management unit. The objectives and plans of the organization must be guided and coordinated by a single boss. Subordination of the individual interest to the general interest. This point tells us that the interests of the organization must be satisfactorily fulfilled before personal interests. Staff remuneration.The members of the organization must receive a fair payment according to the tasks they carry out within it. The authority must be concentrated or dispersed in the organization, according to the circumstances that determine the best final results for it. Line of authority. The members of each organization are governed by a chain that starts from the highest to the lowest echelon. This point for the organization, can be defined as "each thing in its place and a place for each thing" Equity. The people who exercise the administration must have the loyalty and devotion of the personnel who work within the organization, through justice and courtesy in the treatment. Stability at work. This principle shows us that constant staff turnover is a sign of mismanagement,therefore, avoid it. Initiative. This point invites us to create and execute a plan and, in turn, tells us that we must encourage and promote creativity within the workers of the organization. Team spirit. This principle shows us the importance of creating work groups to improve the work environment that helps us increase productivity and have greater employee participation.

Henri Fayol, created the principles based on observation, concepts and ideas already made, managing to establish them to this day.

The Administrative Process

Lourdes Münch Galindo: «A process is the set of steps or stages necessary to carry out an activity.»

"The set of successive phases or stages through which the administration is carried out, which are interrelated and form an integral process."

Agustín Reyes Ponce: «Every administrative process is unique in itself, forms an inseparable continuum in which each part, each act, each stage, must be inextricably linked with the others, and which, moreover, occur simultaneously. »

The administrative process in its simplest concept is "administration in action". The administration comprises several functions or stages necessary to know in order to apply them to any structure, the set of stages is known as the administrative process. The separation of elements is used for methodological and analytical purposes, since the stages are interrelated and occur as a comprehensive process.

We conclude that a process is: The set of stages or primary steps for the performance of any administrative task.

Lyndall Urwick makes a fundamental separation in the administrative process, calling them, mechanical phase and dynamic phase.

1. Mechanical phase. This is the theoretical part of the administration, that is, the structural part of it and it has a projection towards the future. Dynamic phase. It refers to the operational part, it is responsible for seeing that the activities are carried out and reviewing how they have been carried out within the organization.

The next step is to identify, within each phase, the elements or sectors that correspond to each of them.

Henri Fayol tells us that the elements of administration are the main stages or steps through which the administrative process is carried out.

Within the administration, the main exponents have different criteria in the elements or factors that make up the administrative process; Among which, we find Henri Fayol, Lyndall Urwick, Koontz and O´Donnell, George R. Terry, Agustín Reyes Ponce, José Antonio Fernández Arena and Isaac Guzmán Valdivia. (Table 1)

TABLE 1. Elements or Factors of the Administrative Process

AUTHOR	YEAR	ELEMENTS OR FACTORS
HENRY FAYOL	1886	forecast	organization	coordination command	control
LYNDALL URWICK	1943	forecast planning	organization	coordination command	control
KOONTZ YO´DONNELL	1955	planning	organization	integration	direction	control
GEORGE R. TERRY	1956	planning	organization	execution	control
AGUSTIN REYES PONCE	1960	forecast planning	organization	integration	direction	control
ISAAC GUZMAN V.	1961	planning	organization	integration	direction	control
J, ANTONIO FERNANDEZ A.	1965	planning	decision motivation implementation communication	control

Source: Fernández, José Antonio Arena; "The Administrative process"; DIANA Publishing House; Mexico; 1991; p. 75.

Most organizations manage a four-part administrative process, as they are the most widespread and accepted in almost all parts of the administration world. For the administration in Mexico, its main exponent is Agustín Reyes Ponce, who proposes six elements of the administrative process, based on what Terry and Koontz and O'Donnell proposed, where he only breaks down the planning into two parts and explains the steps in detail. to continue within the administration without being too practical or exaggerating in the factors, and therefore, we will be based on them. (table 2)

Table 2. Administrative Process

PHASES	ELEMENTS	STAGES
A. Mechanics	1. Forecast	goals Research Alternative Courses
2. Planning	Policies Procedures Programs Forecasts. budgets
3. Organization	Features Hierarchies Obligations
B. Dynamics	4. Integration	Selection Introduction Development Integration of things
5. Address	Authority Communication Supervision
6. Control	Your establishment Your operation Your interpretation

As the first fundamental step in his process, Agustín Reyes Ponce considers the division made by Lyndall Urwick, which is the mechanical phase and the dynamic phase, then relates the elements to questions assigned in each one and which are answered at the time of their application:

• Forecast: answers the question What can be done Planning: answers the question What is going to be done Organization: answers the question How is it going to be done Integration: answers the question What is it going to be done with? Address: answers the problem to see that it is done correctly Control: answers the question How has it been done?

The elements of the mechanical phase are:

1. FORECAST

It consists of determining what you want to achieve through an organization, and research and assessment of what the future conditions will be, until determining the various possible courses of action.

It is comprised of three stages:

1. Goals. Set the ends.Investigations. It refers to the analysis and discovery of the resources that can be counted. Alternative Courses. It refers to the general adaptation of the means, to the intended ends, to observe how many different probabilities of action exist.

1. PLANNING.

Planning consists of determining the specific path of action to be followed, setting the principles that will preside and guide it, the sequel of operations necessary to achieve it, and setting times, units, etc. Necessary for its realization.

Planning comprises three stages:

1. Policies. Ways to guide action. Procedures. Sequences of operations or methods Programs. Setting of required times. At this point, it also includes budgets, which is defined as programs that require units, costs, etc. And different forecasts that are defined as future visions.

1. ORGANIZATION.

It refers to the technical structuring of relationships, which must occur between the hierarchies, functions and individual obligations essential in a social organism to improve efficiency.

It consists of three stages:

1. Hierarchies. Establish the authority and responsibility that correspond to each level. Functions. Determining how the large specialized activities necessary to achieve the common goal should be divided. Obligations. Those that specifically have each work unit capable of being performed by a person.

The elements of the dynamic phase are:

1. INTEGRATION.

It consists of the procedures to provide the organization with all the resources that the mechanical phase indicates as necessary for its most effective operation, choosing them, introducing them, articulating them and seeking their best development.

The integration includes:

1. Selection. Techniques to find and choose the necessary elements.Introduction. The best way to bring new elements together as best and as quickly as possible within the organization. Development. Every member of every organization seeks and needs to progress and improve.

1. DIRECTION.

It is promoting, coordinating and monitoring the actions of each person and group in an organization, so that all of them carry out the indicated plans in the most effective way.

The management comprises three stages:

1. Command or authority. It is studied how to delegate it and how to exercise it. Communication. It is the process by which information is transmitted and received, this being the nervous system, taking to the directing center all the elements that must be known, and from this, to each organ and cell, the orders of action, duly coordinated. The last function of management is to see if things are being done as planned and ordered.

1. It consists of establishing systems or methods that allow us to measure current and past results in relation to those expected, in order to know if what was expected has been obtained, correct, improve and formulate new plans.

It comprises three stages:

1. Setting standards. Because without them it is not possible to make the comparison.Operation of controls. This is usually a function of the technical specialists in each of them. Interpretation of results. This is the function that once again constitutes a means of planning.

2. The company

Company concept

José Antonio Fernández Arena: «It is the productive or service unit; constituted according to practical or legal aspects, made up of resources; and supported by the administration to achieve its objectives. "

Lourdes Münch Galindo: «Social group in which, through the administration of capital and labor, goods and / or services are produced aimed at satisfying the needs of the community.»

We can conclude as follows:

The company is a group of members aimed at satisfying the needs of a community through a service or a good, through the administration and integration of resources.

Difference between a private and a public company

According to Lourdes Münch Galindo and Agustín Reyes Ponce, companies are divided into two classes, public and private.

1. The private company. In this company the capital belongs to a group of investors, whose purpose is to obtain an economic benefit by satisfying some need. The public company. In this type of business, capital belongs to the State, and its purpose is to satisfy social needs, with or without being able to obtain an economic benefit.

Classification of companies

Currently there are different classification criteria for the company, below we will present two types of them based on Lourdes Münch Galindo, since neither is exact because they vary according to the characteristics of each company.

Activity or turn

Companies can be ordered according to the activity they carry out, and are classified into:

1. The main activity of this business is the production of goods through the transformation and / or extraction of raw materials. Industries have the following classification.

1. Extractive. They are those that are dedicated to the exploitation of natural resources, renewable or not, natural resources being understood as all things of nature that are necessary for the subsistence of the human being. They are companies that transform raw materials into finished product. They are divided into two types:

1. i) Companies that produce final consumption goods ii) Companies that produce production goods.

1. Agricultural. Its function is the exploitation of agriculture and livestock.

1. These companies are dedicated to the sale and purchase of finished products, considering themselves as intermediaries between the producer and the consumer. These are classified into:

1. Wholesalers When they make large-scale sales to other companies (retailers), which in turn distribute the product to the consumer directly - retailers or retailers. Companies that sell products at retail, or in small quantities, to the consumer. Commission agents. They are dedicated to selling merchandise that producers give them on consignment, receiving a commission for this function.

1. They are companies that provide a service to the community and are for profit. They are classified into:

1. Transport, tourism, financial institutions, professional services.

• Advertising agencies. Various accounting, legal, administrative services. Promotion and sales.

1. Education, medical services, recreation services.

Company size

According to the Official Gazette of the Federation published on March 30, 1999, it is classified as follows:

	SECTOR
SIZE	CLASSIFICATION BY NUMBER OF EMPLOYEES
	INDUSTRY	COMMERCE	SERVICES
MICRO	0-30	0-5	0-20
LITTLE	31-100	6-20	21-50
MEDIAN	101-500	21-100	51-100
BIG	501- onwards	101- onwards	101- onwards

Also in the Official Gazette of the Federation published on December 3, 1993 according to the Program for the Integral Development of Medium and Small Industry, companies are classified according to the annual sales obtained:

SIZE OF THE COMPANY.	ANNUAL SALES.
MICRO	Up to 900,000
LITTLE	Up to 9,000,000
MEDIAN	Up to 20,000,000
BIG	more than 20,000,000

According to the dimensions of each company, José Antonio Fernández Arena concludes that:

• A micro company is one that is made up of a family or artisan workshop, with an emphasis on services. A small company has a modest initiative and a fragile survival. A medium-sized company has a more solid effort, with products or Differentiated services with prestige and quality.

A large company has leaders in its fields of activity with products and services at international levels.

Other classification criteria

According to Lourdes Münch Galindo, there are other criteria to classify companies, the most important are presented below:

The importance of quality

As mentioned above, quality is meeting the needs of customers, this results in the importance of having quality in all of them in organizations.

According to Carlos Colunga Dávila, the importance of quality translates into the benefits obtained from a better way of doing things and seeking customer satisfaction, such as: reducing costs, presence and permanence in the market and job creation.

• Costs reduction.

Automatically costs are reduced since the organization will have fewer reprocesses, with this, the parts that were discarded, will now be used, the people who were in charge of reprocessing these parts again, will now be able to dedicate themselves to production and the time they dedicated to it they can use it to innovate new products or improve their production systems, also saving time and the materials used to make the product.

• Decrease in prices.

As a consequence of the reduction in costs, caused by the lower use of materials, by the reduction in reprocessing, by less waste and by less human wear and tear, productivity increases considerably and the price of the product or service may be lower.

• Presence in the market.

With a quality superior to that of the competition, with a competitive price, with innovative and more and more perfected products, the market recognizes the brand creating a reliability towards the manufactured products or service provided; which results in an outstanding presence in the market.

• Permanence in the market.

As a consequence of the aforementioned advantages, the company has a high probability of remaining in the market with loyalty from consumers.

• Job creation.

By improving quality, at a competitive price, with presence and permanence in the market, more jobs can be provided, which in turn demonstrates growth in the organization and fully meets one of the company's objectives.

Quality objectives

The quality objectives can be seen from different points of view. On the one hand, we seek complete customer satisfaction for different purposes, on the other hand, it can be to achieve maximum productivity from the members of the company that generates higher profits, it can also be seen as a degree of excellence, or it can be part of a requirement to remain in the market even if you are not fully convinced of the scope of quality.

However, the fundamental objective, and the reason why quality exists, is to meet the expectations and needs of customers. Carlos Colunga Dávila establishes it as follows: «Quality is satisfying the customer. How?. Meeting the requirements and providing good service. Until where?. As far as the action taken helps the permanence of the company in the market. That is the limit ».

Principles of quality

Jesús Alberto Viveros Pérez, tells us that quality is established by 13 principles:

1. Do things right the first time. Satisfy customer needs (both externally and internally widely). Find solutions and not be justifying mistakes. Be optimistic. Have a good deal with others. Be timely in completing tasks. Be punctual. Collaborate with kindness with your teammates. Learn to recognize our mistakes and try to correct them. Be humble to learn and teach others. Be orderly and organized with the tools and team. Be responsible and generate confidence in the rest, simplify the complicated, debureaucratizing processes,

All of the above leads us to a quality product or service. By having more quality, you can sell more and have a better service, therefore, generating more profit, which is one of the main objectives of all companies.

Requirements to achieve quality

Cuauhtémoc Anda Gutiérrez tells us that in an organization aimed at quality, the following requirements must be taken into account to achieve it:

1. It must be constant in the purpose of improving the service and the product. Being in a new economic era, we are obliged to be more competent. The service or product from the beginning must be made with quality. The price of the products must be in relationship with their quality. The production and service system must be constantly improved to improve quality and productivity in order to reduce costs. Modern methods of training and coaching must be established. Leadership doses to help staff improve their own performance. An environment conducive to personal performance safety must be created. Interdepartmental barriers must be removed.Workers, instead of numerical goals, must draw a path to improve quality and productivity. The worker must be proud of the work they do. The education of all personnel and their self-development must be promoted. They must be established all the necessary actions to transform the company towards a quality end.

These requirements must be taken into account so that any organization can implement quality in both the products it offers and the service it provides us, this can only be achieved by persevering in applying the aforementioned steps, in order to make the quality a commitment for each of the members of the institution.

Quality philosophies.

In order to better understand quality, it is important to know the great master creators of the different philosophies, as well as the environment in which they developed.

The following are the contributions of the main Masters, also called by the media Gurus of Quality, who were released after the Second World War. The impact of their philosophies and concepts helped build Japan's rebirth as an industrial power.

The philosophy of William Edwards Deming.

William Edwards Deming (1900-1993), was an American statistician, who laid one of the main foundations regarding statistical quality control, in 1927 he met Dr. Shewhart, with whom he worked closely giving a series of courses on statistical control of the process at Stanford University. In the summer of 1950 he taught in Japan the technique of statistical process control and the philosophy of quality management, that same year, the Japanese Union of Science and Engineering (UCIJ) instituted the Deming Prize for quality and reliability of products and services.

His main contributions were:

1. Deming's 14 points.
   1. Create consistency in the purpose of improving the product and service, with the aim of becoming competitive, staying in business and providing jobs. Adopting the new philosophy.

We are in a new economic era and the different objectives must be aware of the challenge, they must learn their responsibilities and take over the leadership to change.

1. 1. Stop relying on inspection to achieve quality.

Eliminate the need for mass inspection, incorporating quality into the product first from good worker training to after-sales.

1. 1. End the practice of doing business based on price.

Instead, minimize the total cost. Tend to have a single supplier for any item, with a long-term relationship of loyalty and trust.

1. 1. Constantly and always improve the production and service system, to improve quality and productivity, and thus continuously reduce costs. Modern training methods.

It is vitally important to update the training to take advantage of both machines, tools, and raw materials.

1. 1. Implement leadership methods.

The goal of supervision should be to help people and machines and appliances to do a better job. The supervisory function of the management needs a review as well as the supervision of the operators.

1. 1. Eliminate fear so that everyone can work effectively for the company. Break down the barriers between departments.

People in research, design, sales and production must work as a team to anticipate production problems and during product use that may arise with the product or service.

1. 1. Eliminate slogans, exhortations, and goals to ask the workforce for zero defects and new levels of productivity. Such exhortations only create more adverse relationships, since the bulk of the causes of low quality and low productivity belong to the system and therefore fall beyond the possibilities of labor. This point is divided into two:
      1. Eliminate work standards (quotas) in the plant. Substitute for leadership. Eliminate management for objectives. Eliminate management by numbers, by numerical objectives. Substitute for leadership.
      Two points are exposed:
      1. Remove the barriers that deprive the worker of his right to be proud of his work. The responsibility of supervisors must shift from mere numbers to quality. Eliminate barriers that deprive engineering and management personnel of their right to be proud of their work. This means, among other things, the abolition of the annual or merit rating and management by objectives.
      Implement a rigorous program of education and self-improvement.

The enrichment of knowledge in the personnel will be of utmost importance in improving their productivity within the company.

1. 1. Put all company personnel to work to achieve transformation.

Transformation is everyone's job, that is, involving everyone to comply with quality.

1. The seven deadly diseases that plague companies.
   1. Lack of consistency in quality improvement purposes Emphasis on short-term earnings, neglecting business permanence in the market and long-term earnings with a high probability of continuous improvement Merit or performance evaluations Individual, which reward short-term actions, limit long-term planning, undermine teamwork and create competition between people in the same company, until achieving a company with raw donuts and fiefdoms in constant conflict with each other.Mobility of senior management, which prevents actions for long-term business permanence. Managing the company based only on visible figures. Excessive medical costs. High costs of operation guarantee.

The philosophy of Joseph M. Juran.

Joseph M. Juran, a Romanian engineer, lawyer, and advisor, a nationalized American who began his administrative seminars in Japan in 1954, received the Holy Treasure Order, issued by the Emperor of Japan, for the "development of quality control in Japan and the fostering friendship between the United States and Japan. " He has published eleven books, among which are: "Juran Quality Control Manual", "Juran and Leadership for Quality", and "Juran and Planning for Quality".

Juran's philosophy consists of five points, which are:

1. Measure the cost of poor quality.

By fully identifying the costs that poor quality would entail, raising awareness of all to try to always achieve the best quality in all aspects.

1. Fit the product for use.

Manufacture an ideal product or service that fully meets the customer's needs. It is also applied in two ways:

1. 1. The main effect is charged on sales, usually the highest quality costs more. The main effect is charged on costs, usually the highest quality costs less.
   Achieve compliance with specifications.

Being in constant contact with the end customer to know if their expectations have been met with the product or service offered.

1. Improve project by project.

It means that when performing a service or product it is done with the best possible quality and when performing the next service or product the quality is exceeded.

1. Quality is the best business.

Investing in quality is an excellent business, due to the magnificent results it brings, such as: being competitive, increasing profits, satisfying the customer, reducing waste, etc.

The principles indicated by Juran indicate the following:

1. Create awareness of the need and opportunity for improvement Set goals for improvement Organize to achieve goals (establish a quality council, identify problems, select projects, appoint teams, etc.) Provide training Do projects to solve problems.Report on progress. Award acknowledgments. Communicate results. Keep track of results. Maintain momentum by making annual improvement part of the company's regular systems and processes.

The most important contribution is the so-called "Juran Trilogy", which are the three processes necessary for quality management:

1. Quality planning.

It is the development activity of the products and processes required to satisfy the needs of the clients.

1. 1. Determine who the clients are. Determine the needs of the clients. Develop the product characteristics that respond to the needs of the clients. Develop the processes that are capable of producing those characteristics of the product. Transfer the resulting plans to the operating forces.

1. QA.

The control acts in the same place where the operating force works, its objective is to monitor that the processes are carried out with the maximum effectiveness.

1. 1. Evaluate actual quality behavior Compare actual behavior with quality objectives Act on differences
   Quality improvement.

This process is a premeditated action determined by the high levels of the management when introducing a new management process in a system.

1. 1. Establish the necessary infrastructure to achieve quality improvement annually. Identify the specific needs for improvement (improvement projects). Establish a team of people for each project with a clear responsibility to bring the project to fruition. Provide resources, the motivation and training necessary for teams to:

• Diagnose the causes, encourage the establishment of a remedy, establish controls to maintain benefits.

Kaoru Ishikawa's philosophy.

Kaoru Ishikawa (1915-1989), was a Japanese engineer, professor, consultant, and author; President of the Tokyo Musashi Institute of Technology and President of the Japanese representative to ISO. In Japan, he received the Deming Prize and the Industrial Standardization Prize, and in the United States, the Grand Prize of the American Society for Quality Control (ASQC), a society that also awarded him the Shewhart Medal for his "outstanding contributions to development from quality control theory, principles, techniques and activities, as well as standardization activities in industry in Japan and other countries, to strengthen quality and productivity. "

His main contributions have been the current configuration of the cause-effect diagram, to carry out causality analysis, named in his honor the Ishikawa diagram and the current structuring of quality circles as they work in Japan.

Ishikawa's philosophy consists of five points described below:

1. Quality first, not short-term profits.

The important thing in any organization is the quality and not the profits that are generated quickly.

1. Orientation towards the consumer.

The services and products must always be directed towards satisfying the customer's needs.

1. The next process is the client.

The priority of all those who make up the organization must be continuously customer-oriented.

1. I respect humanity.

There must be complete consideration of all individuals, likewise involving all members in the responsibility and realization of the results to be achieved.

1. Cross-functional administration.

It has inter-functional support committees, can provide the necessary path to promote relationships throughout the organization and also enables the efficient development of quality assurance.

The factors that Ishikawa proposes are the following:

1. The customer is the most important thing. We must prevent, not correct. Reduce costs and waste in general. Long-term results. Not short paths to achieve quality. Participation and involvement of all members. It is necessary to work as a team. Measure results. Give acknowledgments. It requires the commitment and support of senior management. Establish effective and intensive training and development programs. Create awareness of the need. Have a process and tool for permanent improvement.

From this last point, Ishikawa managed to define a technical philosophy that is part of quality, he called this the seven statistical tools of the administration for the analysis of problems such as:

1. Pareto Chart. Cause and Effect Diagram. Stratification. Verification Sheet. Histograms. Scatter Diagrams. Charts and Control Charts.

The philosophy of Philip B. Crosby.

Crosby is president of his management consulting company and of Quality College in Winter Park, Florida. For 14 years he was vice president and director of quality control at the company «International Telephone and Telegraph». He is best known as the creator of the concepts: "Zero Defects" and "Seize the Day," and as a spokesman for a group of executives who hold the view that problems in American business are caused by mismanagement rather than bad workers.

Crosby mentions, among other things, that the problem of quality management is not in what people do not know about it, but in what they think they know. On quality, it establishes that everyone is in favor of it, everyone believes that they understand it, everyone thinks that in order to enjoy it it is enough to follow one's own natural inclinations and, mainly, most people feel that all problems in These areas are caused by other individuals.

He also explains that there are five erroneous assumptions that management levels have in organizations and that make their quality programs fail:

1. 1. Believing that quality means excellence, luxury, brilliance or weight. Quality problems become problems of non-compliance with requirements. Quality is intangible and therefore not measurable. In fact, quality can be measured accurately with one of the oldest and most respected meters, constant, ringing money. Quality is measured by the cost of quality, which is the cost of not complying with the requirements. Believing that there is an 'economy' of quality. It should be remembered that it is always cheaper to do things the first time, or from the beginning to the end. All quality problems are caused by workers, especially those in the production area. Quality originates in the department of quality. The quality department has a guidance and supervision function,You should not do the work of others, because then they will not eliminate their bad habits.

For Crosby, the quality improvement process must start from top management behavior, and a philosophy from which everyone in the organization understands its purposes.

This results in the members of the organization agreeing to improve their performance within the company and to achieve this change, Crosby is based on four principles:

1. "Quality is defined as meeting the requirements."

All members of the company must be aware that everything must be done right the first time.

1. "The quality system is prevention."

It is easier and less expensive to prevent things than to correct them.

1. "The standard of completion is zero defects."

It is to take the requirements seriously, it is to do things right and first, it is to do what was agreed at the agreed time.

1. "The measure of quality is the price of compliance."

A way to assess quality within the organization.

Education has to be a daily process, so that everyone understands the four principles, the process of quality improvement and what it means to promote quality within the organization.

Crosby establishes a Quality Improvement Process in fourteen steps:

1. Management commitment to improve quality.

Management must exercise leadership to implement quality, if not, other employees will not have the necessary drive to achieve on their own.

1. Team building for quality improvement.

Teams are formed whose purpose is to guide the process and promote its evolution, committed to the quality goal.

1. Quality measurement.

Periodically review with customers if we are meeting their specifications, in order to improve the quality provided.

1. Determination and evaluation of the cost of quality.

It consists of establishing a procedure to determine the cost of activities, to be used as a measure of quality improvement.

1. Create quality awareness.

To all staff through information, about the cost of doing things wrong and the results obtained with the improvement of quality.

1. Corrective action.

Institute supervisory boards to correct observations.

1. Zero defect program planning.

Prepare a development plan for a social coexistence of the company, in which speakers representing clients, unions, communities, and employees will participate.

1. Multidisciplinary education for all staff.

To raise awareness.

1. Zero day defects.

It consists of carrying out what is planned by the company in which no activity will have defects.

1. Set goals.

It is performed after determining and obtaining specific and quantifiable measurements of 30, 60, 90 days.

1. Eliminate the causes of error.

Ask the staff to point out the problems that exist within their activities to resolve the causes of error.

1. Recognition.

Organize the delivery of awards or recognitions to employees who are considered as quality models.

1. Quality advice.

It consists of bringing together all the quality professionals in order for feedback to exist.

1. Repeat the entire process.

By the time a certain maturity is reached in the process, the quality improvement team must transfer all its responsibilities.

4. Quality in customer service.

Service concept.

Jacques Horovitz: «It is the set of benefits that the client expects; in addition to the basic product or service, as a consequence of the price, image and reputation of the same ».

Carlos Colunga Dávila: «It is the work done for other people».

Laura Fisher de la Vega: "It is the set of activities, benefits or satisfiers that are offered for sale or that are provided in connection with sales."

Philip Kotler: «It is any activity or benefit that one party offers to another; they are essentially intangible and do not give rise to the ownership of anything. Its production may or may not be linked to a physical product. "

According to the concepts made by the authors, we can define it as follows:

Service features.

According to Idelfonso Grande Esteban, it considers that the services have the following characteristics:

1. Intangibility.

It means that the services cannot be seen, tasted, felt or smelled before purchasing. For example, people undergoing plastic surgery cannot see the result before purchase, or airline passengers only have one ticket and the promise that they will be safely taken to their destination.

1. Inseparability.

It means that the creation of a service can take place while consuming, eye exam, a trip, a massage, a haircut, among others.

1. Variability.

It means that the quality of services depends on who provides them, as well as when, where and how they are provided. For example, some department stores have a reputation for providing better service than others. Despite this, within a certain store, a counter employee can be jovial and efficient while another who is within walking distance can be unpleasant and slow, this results in the quality of service of a single employee of the store. store, vary according to your energy and your mood at the time you serve the customer.

1. Perishable character.

It means that the services cannot be stored for sale or subsequent use. For example, in a concert you cannot save places for the concert of another date, since these seats would be lost and the service not provided is lost.

1. Absence of property.

The buyers of a service acquire a right, but not the property of the tangible support of the service, that is, the consumer pays for a service but not for the property.

Types of service.

According to Idelfonso Grande Esteban there are five different types of service, which we will present below:

1. Generic service.

They are what most consumers need, such as: food, clothing and housing, there are also generic services, such as rest, cleaning, transportation, training or advice.

1. Basic service.

Minimum services that consumers seek, an example of this type can be when a person requests the service of a doctor and he is happy to adequately review his patient.

1. Increased service.

It is an additional service that is given to the consumer. For example, when you buy some shoes and the person who sold you the product gives you shoes or paint to care for them.

1. Global Service.

The joint offer of services is called.

1. Potential Service.

They are the ones that consumers imagine they will be able to find, as the services are developed, and the client expects them to exceed their expectations, since they may have incorporated new technologies into it.

The classification of services.

From Carlos Colunga Dávila's point of view, there is a wide variety of services, the most important of which can be classified as follows:

• Commerce.

Supply warehouses, supermarkets, markets, warehouses, groceries, greengrocers, hardware stores, stationeries, haberdasheries, pharmacies, bookstores, jewelers, shoe stores, butchers, automobile agencies, etc.

• Health.

Hospitals, clinics, sanatoriums, laboratories, doctors, nurses, etc.

• Education.

Kindergartens, kindergartens, primary, secondary, preparatory schools, universities, institutes, etc.

• Communications.

Internet, telephones, faxes, copy center, telegraph, mail, television, radio, newspaper, magazines, printers, etc.

• Transportation.

Airlines, buses, minibuses, subways, taxis, railroads, removals, etc.

• Finance.

Banks, insurance, credits, financing, investments, etc.

• Professionals.

Legal, accounting, administrative, advertising, computing, engineering, training, etc.

• Building.

Homes, industries, roads, maintenance, etc.

• Living place.

Rental of houses, apartments, hotels, motels, cabins, etc.

• Infrastructure.

Water, electric power, telephone, drainage, gas, roads, garbage, etc.

• Public.

Protection, defense, justice, feasibility, civil registry, cleaning of the city, etc.

• Real estate.

Buy, sell, rent, etc.

• Personal.

Dry cleaners, laundries, aesthetics, shoe cleaning, etc.

• Repair.

Auto, electronics, electrical appliances, footwear, furniture, painting, etc. workshops

• Restaurants.

Fondas, fast food, supermarkets, etc.

• Recreational.

Clubs, cinemas, sports, etc.

• Cultural.

Museums, zoos, theater, opera groups, etc.

• Religious.

Churches, convents, monasteries, etc.

Customer concept.

James G. Shaw. "A customer is the recipient of one or more of the specified results of a process."

Carlos Dávila Colunga. "Who receives a service or product".

Bob E. Hayes. "It is a generic term that refers to anyone who receives a service or product from some other person or group of people."

Karl Albrecht. "He is a person with needs and concerns, who surely is not always right, but who always has to be first if a business wants to be distinguished by the quality of its service."

From the above definitions we can conclude that:

The customer is a person or an organization that requires satisfying a need by purchasing a product or service.

The importance of the client.

The client is an individual with needs and concerns, taking into account that he is not always right, but that he always has to be first if a company wants to distinguish itself by the quality of the service.

To understand the importance of the client within the institution, we can observe the following principles that Karl Albert presents to us below:

• A customer is the most important person in any business. A customer does not depend on us. We depend on him. A client is not an interruption of our work. It's a goal. A customer does us a favor when he arrives. We are not doing you a favor by serving you. A customer is an essential part of our business; It's no stranger. A customer is not just money at the register. She is a human being with feelings and deserves respectful treatment. A client deserves the most measured attention we can give her. It is the soul of all business.

We can conclude that the client is a key piece for any organization, because thanks to him, the existence of the business depends and also on all those people who work in the company.

For this reason, the entire company must be made aware that thanks to the payment made by the client for our service or product, we have work, wages, education, home, recreation, etc.

Types of clients.

Within the company or organization Robert L. Desatnick tells us about two types of clients, internal and external.

1. The internal customer.

It is one that belongs to the organization, and that not being in it, ceases to require the provision of service by other employees.

1. The external customer.

It is that person who does not belong to the company, but nevertheless they are to whom the attention is directed, offering them a product and / or service.

As we can see, having two types of clients, we must be aware that we have to satisfy the needs that each one has, without neglecting one or the other.

Customer needs.

William B. Martín tells us that in order to serve our client, we must know their needs, such as the need to be understood, the need to be well received, the need to feel important and the need for comfort

• Need to be understood.

Those who choose a service need to feel that they are communicating effectively. This tells us that you are correctly interpreting the messages sent by the emotions and trying to prevent an inadequate understanding of the benefit that our client can obtain.

• Need to be well received.

No person who is dealing with you and feels like a stranger will return. The customer also needs to feel that you are happy to see him and that he is important to you.

• Need to feel important.

Ego and self-esteem are powerful human needs. We all like to feel important, whatever we do to make the guest feel special will be a step in the right direction.

• Need for comfort.

Clients need physical comfort: a place to wait, rest, talk or do business; They also need the assurance that they will be adequately cared for and the confidence that we can meet their needs.

Knowing the needs of the client is a fundamental part of our company, we must carry out all the above points in order to improve the real needs that the client requires, all this with the sole purpose of providing good service and satisfying the client.

Concept of quality in service.

Enrique Muller de la Lama. "It is about meeting customer expectations."

Rubén Helouani. "They are the requirements that satisfy the needs and wishes of the client in contracting and use."

Pedro Larrea Angulo. "It is the perception that a client has about the correspondence between performance and expectations, related to the set of elements, quantitative and qualitative, of service."

Malcolm Peel. "The secondary activities that a company carries out to optimize the satisfaction that the client receives in its primary (or main) activities."

According to the concepts granted by the authors, we can conclude that:

Components of quality in service.

According to Idelfonso Grande Esteban, customers rate the quality of service through the following components:

• Reliability. The ability to offer the service safely, accurately and consistently. Reliability means performing the service well the first time. Consumers may wonder if their suppliers are reliable, for example; if the telephone, gas or electricity bill faithfully reflects the consumption made.

• Accessibility. Service companies especially must make it easier for customers to contact them and to receive prompt service. A business that responds to customer phone calls, for example, meets this expectation. Answer. Such is understood as the willingness to attend and provide a quick service. Consumers are increasingly demanding in this regard. We want to be served without waiting. Examples of responses include quickly returning calls to the customer or serving a quick lunch to those in a hurry.

• Security. Consumers must perceive that the services provided are without risks, that there are no dangers or doubts about the goodness of the benefits; For example, a customer should not doubt the wisdom of repairing their car.

• Empathy. It means putting yourself in the client's situation, in his place to know how he feels. It is taking the place of the client in terms of time which is valuable to him, in terms of knowing his personal needs in depth.

• Tangible. The physical facilities and equipment of the organization must be the best possible and clean, as well as the employees, be well presented, according to the possibilities of each organization and its people.

Importance of quality in service.

One of the main ways for the company to distinguish itself, is to offer quality service, in a consistent way, which will give a strong competitive advantage, leading to better performance in the productivity and profits of the organization.

Many service companies have tried to ensure that customers consistently receive high-quality services in all their encounters with services.

Therefore, the service provider has to identify the expectations of the clients that he has in mind regarding the quality of services. Unfortunately, the quality of services is more difficult to define and judge compared to the quality of products.

For this reason, it is important that the service provider clearly defines and communicates the needs of the clients, since that person is in direct contact with the people who purchase our service.

It should be noted that the quality of the services will always vary, depending on the circumstances of the problem and above all, that the interaction between the employee and the client is good.

However, errors cannot be avoided, because we are working with people, who think, speak and act, and with external factors that are not in our possibilities to improve them, for example, demonstrations, accidents, the provider did not arrive on time with the material, etc; Most of these accidents occur in the presence of customers, resulting in their service taking longer than expected.

As we can see, the quality of the service plays a very important role within the company, because not only do we risk the sale made, but also the image and the trust that that client places in our product and / or service; therefore, an unsatisfied customer represents a loss for the company both in utility and image, and if the opposite happens, we obtain a satisfied and loyal customer of our service and / or product, in addition to free advertising for their recommendations and higher income in the company.

5. Personal quality.

Concept.

Celia Rodríguez Chávez, in her anthology, tells us that Moller Claus defines personal quality as follows:

"Personal quality can be defined as the response to the" tangible "and" intangible "demands and expectations of both other people and their own."

Being the "tangible" all those specific expectations for example: time, durability, security, warranty, finances, function, etc.

The "intangibles" can be defined as emotional desires, such as: attitudes, commitment, attention, loyalty, credibility, behavior, etc.

In the same anthology, the Master of Science José de Jesús Vázquez Bonilla, the personal quality is:

"A person with a good degree of self-esteem, self-realized or in the process of self-realization, that is, aware of what he is and what he wants and satisfied with the way adapted to fulfill himself in life, we could say that he is a person of quality".

In other words: a person who in principle is well nourished, who feels satisfied with what he does and does it not only to receive economic resources but to provide a service which is useful to others or to a society, is a person of quality".

Kauru Ishikawa tells us that:

"Man is good by nature. If educated, he can become a trustworthy person to whom authority can be delegated.

We can conclude that personal quality is:

To be well with oneself and satisfied or almost satisfied with the tasks carried out during the day, both at work and with the family, not only because of the need for financial compensation but also because of the service provided.

Characteristics of personal quality.

For the Master of Science José de Jesús Vázquez Bonilla tells us that there are a series of characteristics to differentiate a person who has quality and are the following:

• We can affirm that a person subject and object of ethics, has quality. A human individual in balance of his internal features with his environment, has quality. A person aware of his abilities and in exercise of them, has quality. A free person spiritually and emotionally but respectful of its hierarchical condition and its civil and social status, it has quality A person satisfied in his work, with family harmony, enough fun and satisfactory social relationships, aware of his condition as a creature and therefore dependent on a being supreme, is a person of quality.

A person of quality manages to unify all the characteristics and carry them out in their entirety. This helps to have a perfect balance between the environments that make it up, that is, the psychological, the social and the physiological.

Importance of personal quality.

According to the previous concepts, quality is the fulfillment of the expectations of the client or user. Based on this, quality in people will lead to better results for internal and external customers.

When there are high levels of quality in the people who make up an organization, significant positive advances are perceived, the departments produce quality according to the users, the quality in all areas leads to an organizational culture, the people who make up the organization keep satisfied customers and people in the community.

This results in harmony in labor relations and therefore increases productivity, resulting in optimal financial results, an impeccable organizational image and a prosperous future, which translates into improvements for shareholders and collaborators.

Personal quality must start with management, since they are the guides of the institution; In turn, management must perform the most important task, which is to motivate people who work in the company to better perform their tasks within it.

Objectives of personal quality.

One of the characteristics of the human being is daydreaming, to imagine what our partner will be like, where we want to live, how many children we want to have, where we want to travel, what car we want to drive, or simply dream in a job that is well paid.; Most fantasies can come true, if we can set them as goals.

To achieve any proposed goal, action is required. Our dreams are just that until we set them as goals and use part of our time in activities that make them come true.

Our life, health, happiness and the results of the goals set, depend on the clarity of the objectives that each one sets. If we are confused, we feel restless and disoriented, we are easy prey for anxiety and anxiety takes over us, we feel that we are not moving forward and we are frustrated.

When we know what we want, our vitality and enthusiasm grow; we feel optimistic and we enjoy the happiness of realizing ourselves and achieving what we want; we feel capable, we advance and, therefore, our life satisfies us.

In the following scheme the concept is further expanded:

Be clear about your goals	Develop your achievement motivation, that is, strength, interest, your desire to achieve it.
Improve your habits, make you aware of the use you make of your life-time and give efficiency to your efforts.
It facilitates your collaborative relationships with others, and helps you to know how to give help and support, to get them too.
Protect your health, give you the opportunity to be happy when you achieve it, facilitate your results by knowing what to strive for.

(Taken from the book "A life project for managers"; author: Maria Elisa Acosta.)

According to the objectives set forth by María Elisa Acosta, they are divided into three important parts, which are:

1. Health and life goals.

Our body and mind are a unit, we cannot have a healthy body if our thoughts are not and vice versa, we cannot think clearly and do quality mental work if our body is sick.

The worries that we suffer intensely and prolonged damage our organism just as our chronic destructive emotions do. Neither the most appropriate exercise nor the most adequate diet manages to revitalize our body if we feel unsuccessful, rejected or with some similar destructive emotion that not only prevents the proper functioning of our body, but also that of our mental processes.

For our health, it is better for us to occupy ourselves than to worry and one of those occupations is exercise, which revitalizes our entire body.

Another point to take care of it, is good nutrition, adequate rest, thoughts and emotions that promote our well-being and inner peace.

All this is essential that we carry them out as the most important goals for our lives.

1. Family goals.

In this objective, we can contemplate two aspects: that of being a couple and that of being a father.

The first aspect, we could consider as one of the central objectives of being a couple the possibility of growing together sharing and enjoying that growth. This relationship requires intimacy, which only occurs when we become authentic. By facing here also the confrontation between what we want to be, our dreams, and what we really are, we manage to be authentic in the recognition of our own reality and in full acceptance of all that we truly are. This acceptance helps us to be fully recognized by our partner and helps us to enjoy the intimacy of the relationship.

When the opposite happens, that is, that we are not authentic and our relationship is based on assumptions of what we both want to be, we create a distortion of the internal reality of each one and of the external reality in which we live. In this way, we eliminate the possibility of communication and relationships that support our mutual growth, satisfy our real needs and provide us with shared well-being and enjoyment.

On the contrary, within a climate of mutual acceptance of who we really are, we can recognize and accept the longings, motivations, desires, values, dreams, limitations, needs, etc., of both parties and thus find a satisfactory balance.

In the field of parenting, as a couple we update our philosophy and the principles of education that promote the development of our children in their preparation for their own independent life. We also help meet your needs, set reasonable performance standards and limits.

This objective is that we become real people with ourselves and part to be real with the person we share our life, since our partner shares all our successes and failures in much of our lives.

1. Job or professional career goals.

Our career is shaped by our individual characteristics, which interact with those of the company.

The way we carry out our work tasks, the orientation we give to our work career, the efficiency with which we take advantage of opportunities in the organization to project our growth, depend mainly on our self-perception of who we are and who we want to be.

Generally, we learn to recognize our own capabilities only until we test them on challenges in general life and work in particular. Therefore, our work represents an extraordinary opportunity to challenge and measure ourselves, to recognize and accept ourselves in our reality and our possibilities of achievement.

However, we rarely analyze and reflect on our career to understand the interaction of these two aspects: the job opportunities that we can detect and that we take to challenge, value and grow; and what we are as the set of abilities, experiences, feelings, forces, capacities, tastes, preferences, values, etc. Doing this analysis on a regular basis allows us to detect the areas of greatest contribution for the own benefit and for the organization.

It is also healthy to recognize that the orientation or vital attitude that we give to our life (that of achieving achievement or avoiding failure), is the same orientation that we give to our professional life.

In conclusion, we can say that the first objective is the base of others, since we are taking care of a precious treasure that we are ourselves, to which we never or almost never give the necessary time for multiple occupations that each person acquires, this brings as a consequence that we cannot rest correctly or that we cannot eat nutritious things or eat at the wrong time of our established schedules or simply rest freely without worries.

This brings as a consequence that the pressures and alterations acquired at work not only come to affect our own health, but we can harm close people we love, such as our partner and children, with sudden changes in attitude and even violence.

For this reason, we must see life in a way that we do not affect the people we love and above all that we do not affect ourselves.

The planning of quality objectives.

According to Maria Elisa Acosta, this planning requires being creative to imagine what is not obvious. However, the benefit that we obtain to project our life will be greater than the cost of our effort.

We need our creativity to build the future in our imaginations. To forecast it we have to dedicate part of our time today to the vision of tomorrow. When we have anticipated this vision of the future, it will be possible to say that we have more resources to make it happen and become a reality.

The steps are the following:

• Invent and build our vision of the future, projected in our imagination. Make it happen in reality:
  • Set goals

Clearly establish where we are going.

• • Detect forces

These forces can be: our capacities, abilities, good habits, etc.

• Current (the ones we already have) Potentials (on which our current forces can project)
  • Specify weaknesses

All the weaknesses that hinder us to continue developing, such as: limitations, disabilities, bad habits, etc.

• Current (those that we already have) Potentials (in which our current weaknesses can become. They can also be current forces that, by not projecting them properly, to continue developing them as forces, become potential weaknesses)
  • Find opportunities

Everything we consider an opportunity to continue developing and achieve our most important goals.

• Current (the opportunities that we see at the moment) Potential (those that we visualize that may arise in the future and that we can take advantage of for our development)
  • Determine threats

All that is a danger to our development and the achievement of our most important objectives.

• Current (the threats that we see at the moment) Potential (those that we visualize as likely to present themselves in the future)
  • Follow action plans

Commit ourselves to carry out all the established objectives improving our personal quality.

It is important to do a thorough analysis of our current behavior and start planning our goals, with the sole purpose of improving ourselves and the people around us.

Positive attitudes that generate quality.

In order to have personal quality, we need to change the negative attitudes that we have, for positive attitudes. This can change the way we see life and make it more pleasant both for ourselves and for the people around me, since they facilitate our growth and development to achieve the aforementioned objectives.

According to Maria Elisa Acosta, the attitudes that generate quality are:

• Receptivity. Interest in what happens, recording what happens inside me and around me.

• Opening. Being willing to have new experiences, to exploit possibilities to find opportunities, without limiting myself with my already established habits, customs and thoughts.

• Take risks. Accept the possibility of failure and error as a necessary and risky part of my growth and the constant challenge of achieving my goals.

• Curiosity. Seek focus and possibilities to know the how and why of things and facts that interest me.

• Lack of fear. May the fear that all human beings feel do not stop me or prevent me from taking risks.

• Taste for experimenting. May the desire to achieve something be greater than the fear of failure and strengthen my taste for new experiences.

• Interest in others. Recognize myself in others, feeling part of humanity and being interested in myself and in others.

• Responsibility. Respond to what happens feeling my personal commitment to fulfill what corresponds to me.

• Communication. Interest in communicating with myself to know myself, understand myself, accept myself and thus be able to communicate with others.

• Collaboration. Desire to contribute to also satisfy the needs of others.

Maria Elisa Acosta tells us that the attitudes that we should ignore and even eliminate within our minds are:

• Emotional disconnection. Not knowing what I feel or what others feel.

• Insensitivity to my needs and those of others. Not realizing what my needs are, nor those of others.

• Incommunication. Not communicating with myself to clarify who I am and what I want to be and, therefore, the impossibility of communicating with others.

• Lack of collaboration. Interest in competing with others to beat them, instead of collaborating with them for mutual benefit.

• Distrust. Not feeling confident towards others to support them and vice versa.

If we initiate a change in attitude, we can say that we will improve our personal quality, but if we do the opposite, we can expect a life equal to and even worse than we were, to the point of hating everything we do.

6. Bibliography.

• Albrecht, Karl; "Excellence in service"; Editorial Legis; Colombia, 1991. Anda, Gutiérrez Cuauhtémoc; "Administration and quality"; LIMUSA Noriega editors; Mexico, 1995. Crosby, Philip B.; "The organization remains successful"; McGraw-Hill Publishing; Mexico, 1988. Colunga, Dávila Carlos; "Administration for quality"; Editorial panorama; Mexico, 1995. Colunga, Dávila Carlos; "Quality in service"; Editorial panorama; Mexico, 1995. Deming, W. Edwards; "Quality, productivity and competitiveness at the end of the crisis"; Díaz de Santos Publishing House; Madrid, 1989. Desatnick, Robert L.; "How to keep your clientele"; Editorial Legis, SA; Colombia, 1989. Fernández Arenas, José Antonio; "The Administrative Process"; DIANA Publishing House; Mexico, 1991.Ishikawa, Kaoru; "What is total quality control?"; Normal publisher; Colombia, 1986. Juran, Joseph M.;"Juran and quality planning"; Díaz de Santos Publishing House; Madrid, 1990. Larrea Angulo, Pedro; "Quality of service: from marketing to strategy"; Díaz de Santos Publishing House; Madrid, 1991.Martín, William B.; "Quality Customer Services: Courtesy at Work"; Trillas Publishing House; Mexico, 1991. Meneses, Jiménez Marcela Lucina; "Notes on quality statistical methods."; rights reserved, 2002. (without commercial value) Müller de la Lama, Enrique; "Culture of quality of service"; Trillas Publishing House; Mexico, 1999. Münch Galindo, Lourdes; "Fundamentals of Administration"; Trillas Publishing House; Mexico, 1997. Parra Paz, Erick de la; "The virtue of service"; ISEF tax issues; Mexico, 1996. Peel, Malcom; "Customer service: guide to improve care and assistance"; Deusto editions; Spain, 1991. Reyes Ponce, Agustín;"Modern administration"; LIMUSA Publishing House; Mexico, 1992. Rodríguez Chávez, Celia; Anthology of «The basic personal quality of all other qualities»; copyright 2002. (no commercial value) Shaw, James G.; "The customer wants… Quality"; Editorial Prentice-Hall Hispanoamericana, SA; Mexico, 1997. Nurseries, Pérez Jesús Alberto; "Notes on quality principles and models."; rights reserved, 2002. (without commercial value).

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