The organizational functioning must be studied in relation to the continuous transactions with the environment that surrounds it. This relationship involves the concepts of systems, subsystems and supersystems: social systems, as open systems, depend on other social systems; their characterization as subsystems, systems or supersystems is relative to their degree of autonomy in the execution of their functions and to the particular interests of the researcher. From the point of view of society, the organization is a subsystem of one or more major systems and its connection or integration with them affects its mode of operation and its level of activity.
1- Update on organizational foundations.
Currently there is talk of information management in organizations, quality management, management of information resources, roles and capacities of people in information management.
Currently, in the information age that we are in, we are talking about corporate intelligence, which consists of several phases in its establishment:
- Corporate awareness Establishment of a department to process information Development of an electronic system Development of a global electronic network
All this shows the development that has gone through the paths of evolution, information and information systems as a fundamental way for decision-making in an organization.
As a result of the changes that have originated mainly from the massive use of computers, information has come to occupy a fundamental place in the life of organizations.
Information exists and will exist in any action or intention of the work of humanity, therefore, there is no organization without information.
The new management models indicate that currently the most valuable resource that exists is information, as opposed to capital, whose relevance left that foreground.
The company is classified as an organizational system:
It has a well-defined objective: to obtain a certain production with a required quantity and quality and a certain range.
Organizational systems can be formed and modified based on social practice.
Objective: It is the raison d'être of the system, it conditions the internal structure and the relations with the environment, it is the fundamental property of any artificial system (if the properties of the system do not coincide with its objectives, it is known that the system is not fulfilling the purposes for which it was created).
The company is a system of interrelated elements that is subject to a series of actions from its environment, which in turn is subjected to its own pressures. The environment manifests itself through entities that can be conceived as systems, such as: consumers, competitors (other companies), the government, suppliers and society in general.
1.2- Organizations as systems.
Organizations as parts of a larger society made up of smaller parts: they are seen as systems within systems. These systems are complexes of elements placed in interaction, producing a whole that cannot be understood by taking the parts independently. The global vision is emphasized, integration, highlighting that from the organizational point of view, this was a part of a larger system, taking as a starting point the treatment of the organization as a social system, following the following approach:
- The organization must be approached as a system characterized by all the essential properties of any social system. The organization must be approached as a functionally differentiated system from a larger social system. The organization must be analyzed as a special type of social system. organized around the primacy of interest in the achievement of a certain type of systematic goal The organization must be considered as an open system, in constant interaction with the environment, receiving raw materials, people, energy and information and transforming or converting them into products or services that are exported to the environment. The organization It must be conceived as a system with multiple objectives or functions. The organization must be viewed as consisting of many subsystems that are in dynamic interaction with each other. As the subsystems are mutually dependent, a change in one of them will affect the others. The organization exists in a dynamic environment that comprises other systems. The multiple links between the organization and its environment make it difficult to define the boundaries of any organization.
The characteristics of the organization must be defined by the kind of situation in which it needs to operate, consisting of the relationship between it and the other subsystems, components of the larger system from which it starts. As if it were a society.
1.3- Organizational culture.
Organizational culture is identified by its contents, which define it as a system made up of three variables: Basic Assumptions, Values, and Specific Productions and Behaviors of an organization.
The organizational culture defines the institution its values and norms of behavior. That is, the institution will be defined by the way in which it hierarchizes its values with respect to clients and suppliers, staff and public opinion, the state or other competing institutions.
But organizational culture also defines man, his specific and individual values, as well as the capacity for accomplishment and tenacity. It can be said that the three conditions for an organization to be successful in its adaptation to changing situations are:
- Integrate men into the institution Motivate men through the institution Make the institution more flexible
Every organization creates its own culture or climate, with its own taboos, customs and uses. The climate or culture of the system reflects both the norms and values of the formal system and its reinterpretation in the informal system, as well as the internal and external disputes of the types of people that the organization attracts, of its work processes and physical distribution, of the modes of communication and the exercise of authority within the system. These collective feelings and beliefs are transmitted to the new members of the group.
Organizational culture determines the way an organization works, it is reflected in strategies, structures and systems. It is the invisible source where vision acquires its guide to action. The organizational culture to be learned, evolves with new experiences and can be changed if the dynamics of the learning process are understood. It has the particularity of manifesting itself through significant behaviors of the members of an organization, which facilitate behavior in it; It is important to know the type of culture of an organization, because values and norms will influence the behaviors of individuals.
1.4- Information systems.
Definitions of information and information systems.
Any human conglomerate whose survival and development actions are predominantly based on an intense use, distribution, storage and creation of information and knowledge resources mediated by new information and communication technologies. (one)
The active information system must have at least three types of knowledge:
- Linguistic knowledge: To communicate and receive information, knowledge of lexical articles (words, phrases), grammatical categories (noun, verb) and grammatical relationships (subject of, complement of) that represents linguistic knowledge in particular domains. linguistic: Knowledge about the entities, attributes, events, processes and relationships that make up the information models for the corresponding domain. Capacity: The system must use linguistic and extra-linguistic knowledge to achieve an objective.
Andreu, Ricart and Valor (1991) define an information system as:
“An integrated set of processes, mainly formal, developed in a user-computer environment that, operating on a set of structured data (databases) of an organization, selectively collect, process and distribute the information necessary for the normal operation of the organization and the activities of its management ”. (two)
According to Gloria Ponjuán Dante:
"It means capturing what is happening, transmitting it, comparing it with what should happen, deciding what to do, converting that decision into information and transmitting it to the executing bodies, this is the Information System." (3)
Based on the fact that System can be defined as: The set of elements, rules, procedures, which are interrelated with each other, with a logical and ordered sequence of steps to achieve a result, we can issue our particular criteria of Information Systems, after having reviewed a set of bibliography, and this is: Set of data collected from different events in an entity, which after being processed, analyzed and compared with what should happen, become information to be used internally or externally, allowing decisions to be made.
One of the issues that distinguishes the management process is the constant flow of information, both within the entity and with respect to its external environment.
As there is a plan with defined and clear objectives, a means will be required that provides information about what the company has planned and what it is doing.
From Administration Systems: Planning and Control, to Budgeting Systems and Accounting. This means that there must be information systems that operate in the organization, which allow communicating both what is planned and what has been done from the largest management system that exists in the organization, such as the planning system and total control of profits, to the systems budget and budget control systems.
Types of information flow
- Selective: to pass information that meets a certain criterion. Aggregate: to add or group information by allowing an aggregation to pass with less detail than the input. Calculated: to operationally modify the input information and allow only the modified data to pass.
There are also three basic types of information flows in any organization: the entry of information from the environment (environmental information), the movement of information within the organization (internal information) and the exit of information from the organization to the outside (corporate information). The greater the organization's ability to manage these flows, the more powerful the invisible assets and the stronger its competitive factors.
Second, the verification of Information Systems and Networks as necessary instruments to process and apply information is another of the fundamental components of Information Management. The Information Systems (IS) aim to satisfy the information needs of its users through the integration of existing information flows in organizations. Hand in hand with Information Technologies, IS and Shared Information Networks are producing a revolution in organizations, favoring quick access to internal and external, formal and informal information, preventing duplication of information, obtaining the maximum performance to existing information and avoiding informational territoriality.
Today in the world there is a possibility of greater intercommunication, greater information with greater speed than in the entire history of humanity.
The biggest mistake is to use current techniques to automate only what was done by hand. The computer is a tool whose function is:
- Store historical information. Produce all the minimum necessary information at the necessary moment. At one point the desired information must be searched throughout the information system. For this the system had to be organized from this point of view.
1.5- Administration levels.
It is the task of managers to effectively and efficiently transform inputs into products. Of course, the transformation process can be viewed from various perspectives. Thus, attention can be directed to business functions such as finance, production, personnel, and marketing. This is already the task of each administrator and orient the approach of your organization to the type of system you want to use. However, the most extensive and useful approach for exposing the work of administrators is based on the administrative functions of planning, organization, integration of personnel, direction and control as a frame of reference for the organization of administrative knowledge.
The perspective results in an enrichment of the number and attributes of the elements that must be taken into account when carrying out an analysis of the phenomena that occur in organizations and in the environment that surrounds them. This increase in the number of factors to be considered allows, on multiple occasions, to understand and anticipate with greater certainty that the system will behave like the elements. Before implementing a change in the organization, the administrator must study its possible consequences, both internal and external. Likewise, the variations of the medium must be considered under the same approach.
There is a tendency to consider organization and departmentalization as ends in themselves and to measure the effectiveness of organizational structures in terms of department clarity. First of all, the levels are expensive. As they increase, more and more effort and money go into administration due to additional managers, advisory staff, and the need to coordinate departmental activities, plus facility costs for those staff. Second, departmental levels complicate communication. A company with many levels has greater difficulties in communicating.
Goals, plans and policies in a downward direction due to the organizational structure than that in which the general manager communicates directly with his employees.
Finally, the existence of numerous departments and levels complicates planning and control. A plan that can be well defined and complete at the upper level loses coordination and clarity as it is subdivided into the lower levels.
Control becomes more difficult as levels and managers are added, while at the same time the complexities of planning and communication difficulties make this control more important. Thus, the control span principle states that there is a limit to the number of subordinates that a manager can effectively supervise, but the exact number will depend on the impact of underlying factors that affect the difficulty and time requirements of the administration.
1.6- Graphic representation of the information systems in the organization.
There must be an organization chart or flow chart of information that allows to form the information pyramid, that is, from the base and to the last level, the synthesized information arrives but with a high qualitative level that allows the high command to make correct decisions and in the opportune moment.
Although it is true that senior management participates in both strategic planning and organizational design and in the creation of information systems, it is necessary that this participation that serves to establish or create systems is based on techniques, models or typologies, those that according to the ability of the top management, will be well selected and combined.
Therefore, the technical elements are not dynamic, they are only orientations (strategy) of order (structure) and communicational behaviors (information system).
Within the technical element, the designed system available to the organization is included, which depending on the degree of technical scientific advance that it has implemented or the scope of the entity, then the information system as such will be most effective.
Just as there is the technical element, there is also a human element that constitutes the essential element for success or failure in achieving the objectives established in the strategy. This element constitutes the management of people, since their participation will be action and execution, that is, management.
Due to the above, it is convenient to highlight the value of the human resource, in its true importance, both in the management and control of it, emphasizing the development of some sciences of human behavior, using motivating and incentive elements for a better analysis of the knowledge of organizational culture and its impact on decision making.
1.6.1- Organization charts.
Although there are different formats, the organization chart is generally a diagram that illustrates how authority in the entity is hierarchically subdivided. In which the leader appears from the highest level, his direct subordinates, their subordinates so on down to the lowest level.
The organization chart is a valuable tool for modeling the management organization of the entity and its analysis.
The organization chart is the graphic representation of the organizational substructure - directive of the system, or as it is commonly and insufficiently known, of the entity's organizational structure.
There are different formats: vertical, placing the upper level of the address above; horizontal, placing the top level of address to the left and hierarchically opening the diagram to the right; semicircular, with the upper level of the address in the center of the semicircle etc.
The formats are not so important, but the fact that the hierarchical diagram allows to appreciate the existing subordination relationships between the different organizational-managerial elements in the entity.
1.6.2- Information flow diagrams.
Flow charts are of great importance for every company and person as they provide suitable elements of judgment for the representation of procedures and processes, as well as guidelines for their handling in their different versions.
The selection of symbols depends on the procedure that is going to be put in the graphs and the use that is going to be given in them, for this reason it is essential that they are used correctly, when placing a symbol in an inappropriate place, the meaning changes of the flow chart. It can be said that the most used symbols are:
- Operation Transport Inspection Delay Storage
Design and Elaboration of Flowcharts
Convention for drawing the diagrams:
a) The information to identify each diagram must be the following:
- Name of the process, indicating the starting and ending points Name of the department or departments involved Name of the person who prepared the diagram Number of people or positions involved Number of steps
b) Identify each column with the name of the person or positions that perform in each of the steps.
c) Represent the forms or documents, using rectangles proportional to the forms or documents represented. However, since clarity is the main thing, this convention can be eliminated using only good judgment.
d) Each shape must always be represented by a rectangle of the same dimensions.
e) Every time a shape is created, it is placed in the original and a black triangle is copied in the lower right corner.
f) When the dimensions of the rectangle allow it, it is convenient to put the name of the shape in each step that appears.
g) The original and the copies must always be put in the same order. A number is placed in the upper right corner. For the original, the number one will always be placed; and the following copies will have ascending numbering.
h) In each step, all the documents involved must be submitted.
i) When two or more papers are transported, which are joined, either with a staple or clasp or in an envelope, the rectangles are brought together identifying each one of them. The movement is presented by a single line.
j) When they move together, but not together, the transport is represented by lines for each shape or group of shapes.
k) The sequence is demonstrated by making the transport lines have a slight downward trend.
l) The chronological order of the steps is represented by the order in which the rectangles appear, from top to bottom.
m) Each step must be identified with a number and a short description of it must be made, by writing the verb that identifies the action.
n) If possible, have it signed by the head of the department or the employee who provided the information.
Presentation of the shapes in the diagram:
- Figures must be made in the form of squares or rectangles, imitating as far as possible the shape and size of the originals reduced to scale, indicating the name with a single word at the top and in the center. Shapes with copies must be represented as follows.When you have to make a distribution of shapes, it is recommended to start with the farthest to avoid intersecting. Every shape must show its origin. The new shape is marked with a triangle on the lower left edge and with that identifies the fact that the shape appears for the first time in the process. When the available space on the paper runs out and it becomes necessary to turn another sheet or another part of the same sheet, the process link is shown by "connectors" consisting of in two circles with the letter W,one at the point where the process was terminated and another the same where it is restarted.
It is governed by a series of symbols, norms and conventional guidelines which are:
- The format or skeleton of the flowchart must be divided into parts that represent the departments, sections or agencies involved in the procedure. Each department or section must be shown only once in the flowchart and in the same order or chronological sequence of its appearance in the procedure described from left to right.Show the same dependency more than once in the flowchart even when the actions of the The flowchart indicator lines should be thinner than the straight and angular dividing lines of the format, equipped with arrows at their terminal ends.Each step or action in the procedure should be clearly numbered and briefly described with very few words When a document is retained in some dependency of the flow chart, it is indicated as it is filed:definitively, temporarily or held for a few days ("D"), hours ("H") or minutes ("M") When a document must be destroyed after being used in the procedure, it is indicated with a large (X). When a document gives rise to another in the procedure, it will be indicated in the flowchart by an interrupted arrow.As we saw in the flowcharts in flowcharts, when several lines intersect without being related, it is indicated by an inflection in any of them. It is better if the flow chart is shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol inside a circle, on the page where it is interrupted and the same one that is usually called connector will be placed on another page as follows.temporarily or held for a few days ("D"), hours ("H") or minutes ("M"). When a document needs to be destroyed after being used in the procedure, it is indicated with a large (X). the procedure some document gives rise to another will be indicated in the flowchart by an interrupted arrow. As we saw in the flowcharts in the flowcharts, when several lines intersect without being related, it is indicated by an inflection in any of them. It will always be better than the flow chart is shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol within a circle, on the page where it is interrupted and the same one that is usually called a connector will be placed on another page as follows.temporarily or held for a few days ("D"), hours ("H") or minutes ("M"). When a document needs to be destroyed after being used in the procedure, it is indicated with a large (X). the procedure some document gives rise to another will be indicated in the flowchart by an interrupted arrow. As we saw in the flowcharts in the flowcharts, when several lines intersect without being related, it is indicated by an inflection in any of them. It will always be better than the flow chart is shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol within a circle, on the page where it is interrupted and the same one that is usually called a connector will be placed on another page as follows.When a document has to be destroyed after being used in the procedure, it is indicated with a large (X). When a document originates in another, it will be indicated in the flow chart by an interrupted arrow. As we saw in the flowcharts in Flowcharts when several lines intersect unrelated is indicated by an inflection in any of them.It will always be better for the flowchart to be displayed on a single sheet, but when its extension has to be continued on another page, it is indicated by a Any symbol inside a circle, on the page where it is interrupted and the same one that is usually called connector will be placed on another page as follows.When a document has to be destroyed after being used in the procedure, it is indicated with a large (X). When a document originates in another, it will be indicated in the flow chart by an interrupted arrow. As we saw in the flowcharts in Flowcharts when several lines intersect unrelated is indicated by an inflection in any of them.It will always be better for the flowchart to be displayed on a single sheet, but when its extension has to be continued on another page, it is indicated by a Any symbol inside a circle, on the page where it is interrupted and the same one that is usually called connector will be placed on another page as follows.When a document gives rise to another in the procedure, it will be indicated in the flowchart by an interrupted arrow.As we saw in the flowcharts in flowcharts, when several lines intersect without being related, it is indicated by an inflection in any of them. It is better if the flow chart is shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol inside a circle, on the page where it is interrupted and the same one that is usually called connector will be placed on another page as follows.When a document gives rise to another in the procedure, it will be indicated in the flowchart by an interrupted arrow.As we saw in the flowcharts in flowcharts, when several lines intersect without being related, it is indicated by an inflection in any of them. It is better if the flow chart is shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol inside a circle, on the page where it is interrupted and the same one that is usually called connector will be placed on another page as follows.It will always be better for the flowchart to be shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol within a circle, on the page where it is interrupted and the same one that is usually called connector it will be placed on another page as follows.It will always be better for the flowchart to be shown on a single sheet, but when its extension has to be continued on another page, it is indicated by any symbol within a circle, on the page where it is interrupted and the same one that is usually called connector it will be placed on another page as follows.
The fundamental objective of the flowchart is to indicate the flow of all the work of a department and of the entire company or organization, if you want, elaborating one for each activity and another for each person, in a way that shows the interrelationships, procedures between the different departments, sections and people, considered in the majority of companies or systems departments as one of the main instruments in the realization of any of methods and systems, it is important that it be developed sequentially and chronologically, since this way inconsistency is avoided at the time of transmitting the message.
Types of Flowcharts
In order to adapt to all kinds of needs and due to its extensive use, the Flow Chart or Flow Diagram is prepared in different ways:
According to its shape:
- Vertical Format: the flow or sequence of operations, goes from top to bottom. It is an ordered list of the operations of a process with all the information that is considered necessary, according to its purpose. Horizontal Format: the flow or sequence of operations, goes from left to right. Panoramic Format: The entire process is represented in a single letter and can be seen at a single glance much faster than reading the text, which makes it easier to understand, even for unfamiliar people. It registers not only in vertical line, but also horizontally, different simultaneous actions and the participation of more than one position or department that the vertical format does not register.Architectural Format: Describes the route itinerary of a shape or person on the architectural plan of the area of work.The first of the flow charts is eminently descriptive, while the last are essentially representative.
For its purpose:
- Form: It deals primarily with a form with little or no description of the operations. It presents the sequence of each of the operations or steps that a form goes through in its different copies, through the various positions and departments, from its origination to its filing. It portrays the distribution of multiple copies of forms to a number of different individuals or to units of the organization.
Shapes can be represented by symbols, by reduced drawings or photographs, or by descriptive words. The horizontal format is used. The form is portrayed or designated on the left side of the graph, the process of horizontal progression is followed, crossing the different columns assigned to the units of the organization or to individuals.
- Of Work (what is done?): These abbreviated diagrams only represent the operations that are carried out in each of the activities or tasks in which a procedure is broken down and the position or department that executes them. The term labor includes all kinds of physical or mental effort. The vertical format is used. Method: (how is it done?): They are useful for training purposes and also present the way to perform each procedural operation, by the person who must perform it and within the established sequence. The vertical format is used.Analytic: (what is it done for?): Presents not only each of the procedure operations within the established sequence and the person who performs them, but also analyzes what each of the operations is for within the procedure.When the data is important, record the time spent, the distance traveled or some additional observation. Vertical format is used. Space: (where is it done?): It presents the itinerary and the distance traveled by a shape or person during the different operations of the procedure or part of it, indicating the space through which it moves. When the data is important, it expresses the time spent on the journey. The architectural format is used.Combined: Presents a combination of two or more flowcharts from the previous classes. The vertical format flowchart is used to combine tasks, methods and analysis (what is done, how is it done, what is it done for).It presents the itinerary and the distance that a shape or person travels during the different operations of the procedure or part of it, indicating the space through which it moves. When the data is important, it expresses the time spent on the journey. The architectural format is used.Combined: Presents a combination of two or more flowcharts from the previous classes. The vertical format flowchart is used to combine tasks, methods and analysis (what is done, how it is done, what is it done for).It presents the itinerary and the distance that a shape or person travels during the different operations of the procedure or part of it, indicating the space through which it moves. When the data is important, it expresses the time spent on the journey. The architectural format is used.Combined: Presents a combination of two or more flowcharts from the previous classes. The vertical format flowchart is used to combine tasks, methods and analysis (what is done, how it is done, what is it done for).The vertical format flowchart is used to combine tasks, methods and analysis (what is done, how is it done, what is it done for).The vertical format flowchart is used to combine tasks, methods and analysis (what is done, how is it done, what is it done for).
The panoramic format is used to combine various forms and tasks of various positions or departments.
1.7- Concept of life cycle of information systems.
A system presupposes a creation process or life cycle. This is made up of a set of different tasks with a certain sequence. The organization of the works that compose it depends on the characteristics and complexity of the systems that are designed. The life cycle of an information system is a phased approach to analysis and design that holds that systems are best developed through the use of a specific cycle of analyst and user activities. (13)
1.7.1- Identification of problems.
Description (problem situation): in this first stage of the methodology, it is described how the situation under study is structured, or the one in which the existence of a problem is perceived, it seeks to describe three key aspects:
- In the first place, the organic structure of the situation under study, explaining as best as possible how the subsystems that make up the situation are related, then the environment in which the organization is immersed is described, emphasizing the relationships that the situation maintains. object of study with the entities that make up their environment.The activities that are carried out by the human group that are part of the situation are described as well as possible, and the relationships that exist between them are established, these activities should be grouped into subsystems of human activities according to their affinity.
The Unstructured Problem Situation: it is intended to achieve a description of the situation where the existence of a problem is perceived, without emphasizing the problem itself, this is without giving any type of structure to the situation.
The Expressed Problem Situation: the situation is shaped by describing its organizational structure, activities and their interrelation, entry and exit flows, etc.
Actions to Improve the Problem Situation: finally, it includes the implementation of the designed changes, aimed at solving the problem situation, and their control. This stage does not represent the end of the application of the methodology, since in its application it becomes a cycle of continuous conceptualization and enabling of changes, always tending to improve the situation.
1.7.2- Opportunities.
Transformation of Conceptual Models into Object Models: after the conceptual models are elaborated, they are transformed into object models, always keeping in mind the factor that gives them origin, this is done using the modeling tools provided and considering only those activities that can be subject to automation.
At this time it is advisable to only model the static structure of the system, for this you can use the use case and class diagrams, this recommendation is due to the fact that, since dynamic modeling specifies how it behaves in time execution of the information system and this depends largely on how activities are carried out in the related human system, and these activities have not been defined in their final aspect, it would be a waste of time to model the dynamics of the system, since the Activities described in the conceptual models have not yet gone through the comparison process where they will take their final form.
1.7.3- Objectives.
Comparison of the Conceptual Models with the Current Situation: the activities carried out in the current situation are compared with those described in the conceptual models, this comparison is intended to allow the differences that exist between the current and the ideal to emerge. later these differences will give rise to the changes to be made on the activities carried out by the human system.
1.7.4- Information requirements.
Computer Information Systems are normally made up of many components. In most cases, it is difficult for analysts to understand all of these components at the same time; therefore researchers have to start with general questions regarding the purpose of the system and its inputs and outputs from the processes involved. In large systems projects, several analysts carry out an investigation in a sectioned way that they distribute among themselves, so that each one can work independently. There are two widely used strategies for determining information requirements. They are classified into two types:
- Data Flow Strategy: When a flow is followed through business processes, which is the purpose of data flow analysis, it indicates to analysts a large amount of data about how the objectives of the business are being achieved. the company. By handling transactions and completing tasks, input data is processed, stored, queried, used, modified, and issued. The data flow analysis that shows the study and the use of each activity, documents the findings in the data flow diagrams. Decision Analysis Strategy: The decision analysis strategy is a complement to the data flow analysis. This strategy enhances the study of the objectives of an operation and the decisions that must be made to meet the objectives.Decisions are presented at both operational and senior management levels, decision analysis strategies are often used by senior management to develop decision making. The alternative selected by the managers responsible for decision-making, in terms of a pricing strategy among a set of alternatives, is handled differently from the option that a department supervisor makes to accept or reject orders. The decision to reject orders generally occurs more frequently, so conditions and actions are often referred to as an important issue.The alternative selected by the managers responsible for decision-making, in terms of a pricing strategy among a set of alternatives, is handled differently from the option that a department supervisor makes to accept or reject orders. The decision to reject orders generally occurs more frequently, so conditions and actions are often referred to as an important issue.The alternative selected by the managers responsible for decision-making, in terms of a pricing strategy among a set of alternatives, is handled differently from the option that a department supervisor makes to accept or reject orders. The decision to reject orders generally occurs more frequently, so conditions and actions are often referred to as an important issue.
1.7.5- Analysis of the organization's needs.
The computing needs of companies in an era marked by globalization and hyper-competitiveness, with increasing demands in terms of quality, productivity, cost reduction, response times and satisfaction levels, are not the same as those that had Until a while ago, in which the objective was merely to improve and streamline administrative tasks related to accounting, inventory management, salary settlement, cost calculation and accounting, billing, and banking and tax issues. Today companies require information to manage quality, costs, productivity, customer and consumer satisfaction levels, total productive maintenance, management, logistics, sales and service predictions,the scorecard and balanced scorecard, planning and budgeting and management controls. To cover many of these needs, it is essential to have software for applied statistics as well as Statistical Process Control. Today it is not enough to know what happened, something like managing the company with the rear-view mirror, today it is necessary to quickly and accurately detect deviations, allowing to analyze the reasons for them, be they positive or negative.Something like managing the company with the rear-view mirror, today it is necessary to quickly and accurately detect deviations, allowing the reasons for them to be analyzed, whether positive or negative.Something like managing the company with the rear-view mirror, today it is necessary to detect deviations quickly and accurately, allowing the reasons for them to be analyzed, be they positive or negative.
This document can be used as:
- Bibliographic consultation to provide the necessary elements that allow understanding, analyzing and solving the different questions regarding the relationship between the Organization and the Information System in the educational teaching area A guide document, where the content of the subject has been developed in question for the sake of a better understanding and dissemination of the exposed material, with a view to contributing to the methodological improvement of said subject.
Bibliography
1. Blanco, L. and Gutsztat, I. Computer Systems. 2 volumes. Editorial ENPES.
2. Koontz. Managing a Global Perspective.
