Chapilliquén Caponan, Juan Carlos Andrés (2006). Thesis: " Strategic planning for an effective administration of industrial companies ". Presented at the San Martín de Porres University to obtain the Master's Degree in Administration. In this work, the author highlights that the formulation of actions, objectives, mission and vision are relevant elements of a strategic plan and that these elements are facilitators to achieve an effective administration, understanding as such the effective, real achievement of the objectives of the industrial business.
Begazo Villanueva, José Domingo (2006). Thesis: " The small clothing company in Villa el Salvador and its competitiveness ", presented at the National University Federico Villarreal to apply for the Master's Degree in Administration. The author highlights the policies, strategies and tactics that garment companies must develop in order to have the best levels of productivity and therefore competitiveness.
policies-strategies-effective-administration-textile-industriesHernández Fernández, Maritere (2005) Thesis: " Financial decisions for the continuous improvement of companies ". Thesis presented to choose the Master's Degree in Finance at the Autonomous University of Mexico. The author describes a set of financing decisions that allow companies to make the investments they need to satisfy the needs of the community.
Aguabarrena García, Carlo Magno (2004) Thesis: " Competitive financial administration with effective financial decisions ". Thesis presented to choose the Master's Degree at the Catholic University of Chile. The author describes the financial decisions that allow having an adequate capital structure to dispose of the goods and rights they need to fulfill the institutional mission and thus ensure their continuity in the Chilean competitive market.
Castillo Heredia, Gustavo (2005) Thesis: “ Peru: Effective financial decisions for business development, within the framework of the social market economy ”. Presented to opt for the Master's Degree in Finance at the Federico Villarreal National University. In this research work, the author describes the way in which financial decisions, insofar as they are effective, contribute to the continuous improvement, productivity, competitiveness and development of companies in the trade, industry and services sector, all within the framework of the social market or free competition economy;
Mendoza Torres, Ana María (2005) Thesis: " Strategic financial management for the competitiveness of companies in the commerce sector ". Presented to choose the Master's Degree in Accounting in the mention of Management Accounting at the Universidad Nacional Mayor de San Marcos. In this work, the author presents the effective management of investments and financing as the solution for companies in the trade sector to obtain efficiency, effectiveness, and economy; productivity, continuous improvement and competitiveness in the sub-sectors in which they carry out their business activities;
Zambrano Calle, Abraham José (2005) Thesis: “ Financial management and the development of SMEs in the textile industrial activity of Metropolitan Lima-Period 2002-2003”; presented to opt for the Academic Degree of Master in Finance at the Federico Villarreal National University. In said financial management and its contribution to the development of SMEs are analyzed.
Ricaldi Hurtado, Rigoberto (2005). Thesis: " Family companies of artisan production of chipped mates from Huancayo: problems and basic guidelines for the creation of export consortiums". Presented at the Universidad Nacional Mayor de San Marcos to qualify for the Master's Degree in Administration. This document emphasizes the creation of business collaboration contracts in the form of consortiums as a way to overcome the problem and compete effectively in a social market economy.
Bedoya Sánchez, Enrique Osvaldo (2005). Thesis: " The New People Management and its performance evaluation in competitive companies ". Presented at the Universidad Nacional Mayor de San Marcos to obtain the Degree of Doctor of Administration. In this work, the author highlights the management of people as a way to make the administration of companies effective. People are the human capital of companies, therefore a series of mechanisms must be developed to enable proper management of workers so that they contribute to the achievement of actions, objectives, mission and business vision.
Flores Konja, Adrián Alejandro (2005). Thesis: " Management methodology for micro, small and medium enterprises in Metropolitan Lima ". Presented at the Universidad Nacional Mayor de San Marcos to obtain the Degree of Doctor of Accounting. The author highlights efficient, economic and effective management as a way to make companies competitive.
PROBLEM STATEMENT
Textile companies have problems with planning, organization, direction, coordination and business control, all of which prevent effective management from taking place.
In relation to planning, it has been determined that these companies work according to the situation, without taking into account a strategic plan and a tactical plan that allows them to better direct their administration towards achieving effectiveness.
Most textile companies have linear organizations and do not use other organizational models that make them more functional in order to prepare the offer that the market demands of them. They do not apply the delegation of functions, they do not carry out teamwork, they do not take into account synergy for the different activities, all of which has an impact on the ineffectiveness of the administration.
The management of textile companies is not a highly specialized technical management. Tactical and strategic direction is not used. The management does not carry out the planning of production, sales and other activities in the dimension required by current competitiveness. Likewise, decisions are made only on an internal basis and without taking into account competition and market behavior, all of which has an impact on the ineffectiveness of the administration of this type of entity.
Textile companies do not take into account the need to have a good control system that facilitates management and therefore contributes to the achievement of effectiveness in the administration of these companies.
All these aspects have an impact on higher costs and expenses for companies, therefore restricting sales; which results in not having the resources to meet other requests and opportunities are lost. In this sense, we have that the majority of textile companies would be in breach of Law No. 22342, which obliges them to export 40% of their production, not being able to do so due to the aforementioned factors, which constitutes the lack of effectiveness of the administration by not meet the goals and objectives.
Another problem is the poor business climate for textile companies. There is a complaint that businessmen in the sector initiate anti-union campaigns firing workers who exercise their labor rights, the evidence of this is the large march carried out on June 7/2007 in Lima, Peru. Unionized and non-unionized textile workers staged a protest march to demand that the executive and employers respect labor rights, such as unionization and collective bargaining. Workers from Topy Top, Textiles San Sebastián, Industrial Textil Creditex, Universal Textil among others participated in the mobilization.The workers denounced that companies like Topy Top would be using harassment and selective firing to prevent workers from reporting abuses such as long hours of work, failure to pay for social benefits, among others. Also, in recent days various union leaders, many of whom have several years of service, have been fired. This poor business climate, coupled with management problems, is not a facilitator of effective administration.it is not a facilitator of effective administration.it is not a facilitator of effective administration.
VARIABLES AND INDICATORS FOR THE STRUCTURING OF THE RESEARCH PROBLEMS:
| INDEPENDENT VARIABLE | DEPENDENT VARIABLE | ||
| POLICIES AND STRATEGIES | EFFECTIVE ADMINISTRATION OF THE TEXTILE INDUSTRIES | ||
|
INDICATORS |
OBJECTIVES |
INDICATORS |
EFFICIENCY |
| ACTIONS | CONTINUOUS IMPROVEMENT |
MAIN PROBLEM:
What policies and strategies must be taken into account to facilitate effective management of the textile industries?
SECONDARY PROBLEMS:
- What objectives need to be achieved to facilitate efficiency in the textile industries? What actions should be taken to facilitate continuous improvement of the textile industries?
THEORETICAL FRAMEWORK
POLICIES AND STRATEGIES
POLICIES:
Interpreting Koontz & O`Donnell (2003), policies are guides to guide strategy (action); They are general guidelines to observe in decision-making, about a problem that is repeated over and over again within an organization. In this sense, policies are general performance criteria that help achieve objectives and facilitate the implementation of strategies (actions). Strategic or general policies are formulated at the senior management level and its function is to establish and issue guidelines that guide the company as an integrated unit. Example: "Employees who work in the company will have the possibility of being promoted, according to their efficiency and seniority." The tactical or departmental policies are specific guidelines that refer to each department. Example:"The production department will determine the work shifts according to their needs, following the legal provisions." The operational or specific policies are applied mainly in the decisions that have to be executed in each of the units that make up a department. Example: «Sewing section; if a failure occurs in the machines, it is convenient to report it immediately to the supervisor on duty or, where appropriate, to the maintenance department. Policies, regardless of their level, must be interrelated and contribute to achieving the aspirations of the company; Likewise, its wording must be clear, accessible and realistic in content, so that its interpretation is uniform. Regarding their origin, the policies can be: i) External Policies, when they originate from factors external to the company;such as competition, government, unions, suppliers, customers, etc.; ii) Policies Consulted, when within a company there are sporadic acts that give rise to staff having to turn to their immediate boss in order to solve a problem, thus originating these policies; iii) Policies Formulated, when they are issued by various higher levels, with the purpose of guiding the correct action and decision of the personnel in their activities; iv) Implicit Policies, when in the daily activities of a company, the staff faces decision situations where there is no previously established policy, which originates certain guidelines that, without being written, are accepted by custom in the organization. Example: «a company has not determined what the entry limit of its personnel will be,and this is accepted up to 15 minutes late. Policies are very important within companies because they facilitate the delegation of authority; motivate and stimulate staff by leaving certain decisions to their discretion; avoid wasting time for superiors, by minimizing unnecessary inquiries that may be made by their subordinates; they grant a margin of freedom to make decisions in certain activities; contribute to achieving the objectives of the company; provide uniformity and stability in decisions; they indicate to the personnel how to act in their operations; facilitate the induction of new staff. For the formulation of business policies, the following guidelines must be taken into account: Establish them in writing and give them validity; be written clearly and accurately;make itself known at all levels where it is going to be interpreted and applied; coordinate with other policies; periodically reviewed; be reasonable and applicable in practice; be consistent with the objectives of the company; and, be flexible.
Interpreting Robbins (2000), policies are lines or criteria for selecting strategies. The organization's policies are guidelines or decision criteria for the selection of strategic alternatives. These general lines of action define and channel the strategies and usually have a validity greater than the strategies. Some examples of company policies have to do with self-financing, the reinvestment of profits, the internal promotion of personnel or the use of outside personnel, etc.
Interpreting Stoner & Wankel (2000), the policies that can be applied to the textile industries are the following: Perform all work with excellence; Provide fair and careful treatment to all clients, in their requests and claims, considering that the purpose of the company is service to the community; Define in writing, the maximum response time for all internal or external requirements, is the responsibility of each of the areas; Serving the customer is the responsibility of all the members of the company, for which they must know the procedures in order to guide them; All members of the company must maintain ethical behavior; Banish all forms of paternalism and favoritism, complying with current regulations; The jobs in the company are multifunctional;no worker may refuse to perform an activity for which he is properly trained; Promote the development of the capacity and personality of human resources through systematic training actions; All activities are subject to delegation, both in action and in their implicit responsibility; Carry out periodic, permanent evaluations of all the processes of the organization; Maintain a documented monthly work session for each unit, in order to coordinate and evaluate plans and programs, define priorities and propose solutions; Present budgets and operating plans until September 15 of each year; the activity reports until February 28 of each year; Preserve the environmental environment and the safety of the community in all work;Maintain an information system in the company on the work carried out in compliance with its functions, projects and operational plans; Permanently disseminate the management of the company internally and externally.
Analyzing Steiner (1998), just as all companies have management systems - ways of doing things -, they also all have policies. However: these policies are seldom clearly defined, generally they are not communicated to, nor understood by, the members of the company, they are often not aligned with the vision of the company, they do not always lead to clear objectives in most cases They are not periodically reviewed to adapt them to changes both internally and in the national and international context. Who has not heard the phrase?: "The company must improve its profitability"; Is this a policy? No, not yet, a key element is missing: “commitment”. "The company will continually improve its profitability." Now it is a policy, it contains the commitment to improve profitability,the word that defines commitment is: “it will improve”. It is possible to expand it: "The company will continuously improve its profitability to ensure its permanence in the business and increase the satisfaction of its shareholders." Another example: "We cannot continue to lose customers due to quality problems." The associated policy could be: "The company will comply with the requirements agreed with the customers." It doesn't seem that difficult. Indeed, defining policies is not difficult, the problem is to comply with them. But without them the company does not control its future. Without them the company is a ship adrift, the only thing it can do is try to avoid sinking, weathering every storm that occurs with a poorly coordinated crew that applies their best knowledge and understanding, with a great waste of resources and individual effort and with a predictable end:exhaustion and disaster. Politics is the beacon, everyone on the ship looks at it and everyone on the ship now knows where they are going, they know where the port is. And when they arrive they will set out again, guided by another lighthouse and towards a new port. There will always be storms, the officers will coordinate the efforts and knowledge of the crew, together they will decide how to get to the port and they will measure progress day by day, immediately correcting deviations and eliminating their causes. While it may seem trivial, the first requirement is to define "enforceable" policies. To do this, when defining policies, it is necessary to identify and analyze the internal and external factors that affect compliance with them. The internal analysis will include: the culture of the company; the resources available; other weaknesses and strengths of the company and the external:environment variables, both national and international economic social technological
political-legal competition other threats and opportunities. The need for this analysis becomes clear if we consider factors such as, for example, the exchange rate or tariff barriers. The impact of these factors on the success of policies aimed at importing, exporting or import substitution is well known. The rapidly changing environment in which the company operates requires constantly reviewing and updating policies. The objectives indicate the concrete actions that must be carried out successfully to consider the policies fulfilled, then they must be quantitative and measurable. As in the case of policies, when defining them, it is necessary to consider whether and to what degree they are affected by internal and external factors.At the time of establishing the objectives it is essential to define: responsible for the fulfillment of the objective; compliance period; variable to measure; method and frequency of measurement. In all cases, the management must, in addition to providing the necessary resources, ensure that the person responsible for the fulfillment of the objective has the required competencies and, if necessary, provide the appropriate training.
STRATEGIES:
Analyzing Johnson & Scholes (1999), strategies are the methods we use to do something. When we learn something we can also choose between different methods and systems of learning. Depending on what we want to learn, we will be interested in using some strategies and not others. There are no good and bad strategies in themselves, but there are adequate or inadequate strategies for a given context. The results we obtain, how well or fast we learn depend to a great extent on knowing how to choose the right strategy for each task. For an organization to be successful, its managers and leaders must direct their people to: 1) do the right things and 2) do the right things. The second, doing things correctly, enters the field of effectiveness, and other managerial skills. The first,Doing the right things is business strategy (or corporate strategy or business strategy). Corporate strategy is of great importance for any company, small or large. In large companies, it is usually the top management levels who deal with the strategic issue; however, as an individual moves up the ladder, she has to think more strategically every day.
According to Fred Nichols, referred to by Chiavenato (1998), there are multiple definitions of strategy. We mention one of them: "it is the complex network of thoughts, ideas, experiences, objectives, expertise, memories, perceptions and expectations that provide a general guide to take specific actions in the pursuit of particular ends." A more business-oriented definition is provided by Bruce Henderson: "it is the deliberate search for an action plan that develops the competitive advantage of a business, and multiplies it." Many of the modern definitions emphasize the need for a company to have a competitive advantage, which distinguishes it from others. According to Michael Porter, competitive strategy is about “Being different. That is, select a series of activities different from those others have selected,to offer a unique blend of value ”. Formulating business strategy, and then implementing it, is a dynamic, complex, continuous and integrated process that requires a lot of evaluation and adjustments. Formulating an organization's strategy involves three major steps: i) Determining where we are: analyzing the internal and external situation, at a micro and macro level. For this, tools such as the SWOT matrix are useful; ii) Determine where we want to go: this implies establishing the mission, vision, values and objectives, both at the corporate level and at the business unit level; iii) Determine how to get there: that is, the strategic plan - the series of decisions to be made, based on factors such as: What products and services to offer; What market demands to satisfy; Which customer segment to serve;What technology to use (or develop); What sales method to use; What form of distribution to use; What geographic area to attack. It is useless to have a fabulous strategy, if it is not carried out. Implementing the plan involves a series of steps: Assign and procure the necessary resources: financial, human, time, technology, etc.; Establish the human structure: it can be a hierarchical command structure, multi-functional teams, etc.; Establish responsibilities: each task or process should be the responsibility of a person or a team; Manage the process: evaluate the results, and make the necessary adjustments.Implementing the plan involves a series of steps: Assign and procure the necessary resources: financial, human, time, technology, etc.; Establish the human structure: it can be a hierarchical command structure, multi-functional teams, etc.; Establish responsibilities: each task or process should be the responsibility of a person or a team; Manage the process: evaluate the results, and make the necessary adjustments.Implementing the plan involves a series of steps: Assign and procure the necessary resources: financial, human, time, technology, etc.; Establish the human structure: it can be a hierarchical command structure, multi-functional teams, etc.; Establish responsibilities: each task or process should be the responsibility of a person or a team; Manage the process: evaluate the results, and make the necessary adjustments.
Analyzing Steiner (1998), running a business is not an easy task, not even for great businessmen; business activities require a very arduous planning process to achieve their stated purposes. But these plans include several items that cannot be ignored if we want our business to be fruitful, among these items are business strategies. Strategies of any kind, be it production, sales, marketing, etc., are essential when it comes to talking about the development of a company, this is due to the increasingly voracious competitiveness that the market accuses. In certain areas, ideas arise regarding the administration of an institution where strategies are intimately involved;Today's companies are immersed in a market where each for-profit institution grows rapidly and progressively, and that is why, in order not to lose footing, all must find a way to obtain better results, that is, a greater maximization of the Benefits. This objective can have two divisions; the search for business strategies to be able to survive the competition, or to be able to prevail over it. Strategies of any kind usually have a shared characteristic: their competitiveness; This is because the word "competition" somehow encompasses the success or failure of all companies. It determines the characteristics of the shares of a company,analyzing the market with a detailed eye and establishing what type of activities should be implemented, both to obtain a better production process at a lower cost, and to expand the client portfolio; in this way it is easier and more probable to acquire an adequate level of competitiveness in the market. The implementation of these strategies must, of course, be supported by the owners of the company and, in turn, have personnel available to carry them out. Anyway, although the strategies of commercial organizations share the same adjectives; they differ in the objectives of the types of companies. The business strategies of an SME will not have the same goals as those implemented by a Multinational; firstly because the latter itself,It has a mass production process where planning is very uneven. If we propose production strategies, here the characteristics to be taken into account will be different since there is a wide gap between one company and another. It is also true that establishing business strategies in small companies can be a very complex job, this occurs mainly because they do not enjoy the same benefits as a multinational or regional company. Large organizations are usually known for their good name and their ability to offer consumers discounts, often irrational, this is due to their chain production that allows them to lower certain costs that are impossible to minimize in small or medium companies. In order to compete against these "monsters",SMEs should study the market in detail, analyze various variables such as consumer need, quality, supply, etc; and thus establish their business strategies, taking into account in turn the weak points of the competition, what they do not take into account or have left for another company to generate its own competitive advantage.
According to Toso (2004), many individuals believe that the strategies are only related to the sale and promotion of the product; This idea is not wrong but it is incomplete. The main objective of business strategies is to maximize profits by finding the “least expensive” way to do it. But they in turn include certain parameters that must be followed, and these are closely linked to various processes carried out by each department of the company. To achieve a higher profit, for example, we have to find a way to produce more at a lower cost; We must enter the market by analyzing the quality of our competitors' products and looking for a way to overcome them in some way. At the same time,an arduous market study is required to serve as a guide when planning marketing strategies; establishing what type of advertising will be best for our product or service. Once our property is on the street, make sure that they have been accepted correctly by analyzing the sales levels. The strategies need these procedures to be useful and thus achieve the objectives proposed by each company, taking into account from the beginning that they are not only related to sales.The strategies need these procedures to be useful and thus achieve the objectives proposed by each company, taking into account from the beginning that they are not only related to sales.The strategies need these procedures to be useful and thus achieve the objectives proposed by each company, taking into account from the beginning that they are not only related to sales.
Analyzing Porter (1997), strategy and policy are closely related to each other. Since both guide, give structure to the plans, are the basis of the operational plans and affect all areas of the administration. Strategy: It has many uses. Some authors consider part of them both the terminal points (purpose, mission, goals, objectives) and the means to achieve them (policy, plans). But this is nothing more than the determination of purpose (mission) and the basic long-term objectives of a company as well as the adoption of courses of action and the allocation of resources to fulfill. Strategies and policies contribute to managers' planning efforts as they guide operational decisions. Therefore they have a principle and it is:“That the clearer the understanding of strategy and policy and its implementation in practice, the more consistent and effective the structure of a company's plans will be. For example, a company has as its main policy exclusively the development of new products that conform to its marketing body, which will avoid the loss of energy and resources in new products that do not meet that test. For their effective strategies and policies, they must be put into practice through action plans for the execution of the strategies and must be supported by effective tactics. While the specific steps for strategy formulation may vary, the process can be based at least conceptually on the basic elements.The various inputs including the target inputs of the plaintiffs as explained above do not require further explanation. Michael Porter has pointed out that the formulation of a strategy involves evaluating the attractiveness of an industry by analyzing external conditions. Attention should focus on the type of competition within the industry, the possibility of new companies entering the market, the availability of substituted products or services, and the position of agreement between bidders and client buyers. It is usually the starting point for determining where a company is and where it should go. Thus, senior managers determine the basic purpose of the company and specify its geographic orientation to know if it should operate in certain select regions,throughout the national territory or even in other countries. In addition, administrators evaluate the competitive situation of your company. The business profile is the product of people, especially top-level executives whose orientation and values are important for the formation of strategies since they create the organizational environment and through their vision determine the direction of the company. The main purpose and objectives are the end points towards which the activities of a company are directed. Strategic intervention is the determination to succeed in a competitive environment. Regarding the present and future external environment, it must be evaluated in terms of threats and opportunities in your evaluation revolves around the competitive situation as well as economic, social, political, legal factors,demographic and geographic. In addition, technological advances, product and service in the market and other factors must be examined in the environment to determine the competitive situation of the company. It is necessary to audit and evaluate the internal environment of the company regarding its resources and its strengths and weaknesses in research and development of production, operations, acquisitions, marketing and products and services. Other important internal factors are: human and financial resources, as well as the image of the company, the structure and clinic of the organization, the planning and control system, and customer relationships. The strategic alternatives are developed based on an analysis of the external and internal environments. An organization can follow many different types of strategies.You can specialize or focus. In another sense, a company may choose to diversify, expanding its operations into profitable new markets. Other cases of possible strategies with joint ventures and strategic alliances, which may be suitable for some companies. They are especially suitable for large projects that involve the conjunction of resources from the companies involved. In certain circumstances, a company may be forced to adopt a liquidation strategy by canceling an unaffordable product line or even dissolving the company. But in some cases, liquidation may not be necessary: an entrenchment strategy may be appropriate. Under these conditions, a company can temporarily reduce its operations.The various strategies must be carefully evaluated before making a choice. Strategic decisions must be considered according to the risks involved. Sometimes it is necessary to pass up profitable high-risk opportunities that could result in the business bankruptcy. Another crucial element in choosing strategies is timing. Even the best product could be a failure if introduced at the wrong time. Although not part of the strategic planning process, the planning and implementation of the plans must also be taken into account in all phases of the process. The implementation of the strategy usually implies the reengineering of the organization, the integration of personnel to the organizational structure and the direction.Likewise, controls should be instituted to monitor performance in reference to the plans. The consistency test is essential in all phases of the strategic planning process. The tows matrix is more recent and serves to analyze the competitive situation of a company and even a nation. It is also a conceptual framework for a systematic analysis that facilitates the matching between threats and opportunities (external) weaknesses and strengths (internal) of the organization. T = Threats; O = Opportunities; W = Weaknesses; S = Strengths. In Spanish this matrix is known as (SWOT). In many cases the company proceeds to strategic planning as a result of the perception of crisis: problems and threats. The four Alternative strategies: i) WEAKNESSES:It may involve the formation of a joint venture for the company. Eg: Liquidation, Entrenchment; ii) OPPORTUNITIES: A company with certain weaknesses in one area can develop in another. That is, to acquire necessary skills such as technologies or people with necessary skills. iii) THREATS: It is based on the strength of the organization to face the threats that are presented in its environment; STRENGTH: The most desirable situation is one in which a company can use its strengths to take advantage of opportunities.It is based on the strength of the organization to face the threats that are presented in its environment; STRENGTH: The most desirable situation is one in which a company can use its strengths to take advantage of opportunities.It is based on the strength of the organization to face the threats that are presented in its environment; STRENGTH: The most desirable situation is one in which a company can use its strengths to take advantage of opportunities.
BUSINESS VISION:
Stoner (2000) makes a compilation of several authors that expose their understanding of business vision. Thus, for example they indicate, for Ian Wilson, referred to by the vision, it is "A coherent and powerful statement of what the business is and what it should be in 3, 5 or 10 years." Naisbitt defines it as “The link between dreams and action. Ultimately, the vision translates into higher sales and increased profits and return on investment. " Warren Bennis defines it as: "A view of a realistic, credible and attractive future for the organization, a condition that significantly improves what exists now", finally Joe Baler in his video "The Power of a Vision", says:"The Vision is an imaginative and encouraging description of the future role and goals of an organization that significantly goes beyond its current environment and competitive position." Companies today proudly display in addition to the statement of the Vision, the Mission, and the values that support it, many of them really define a "realistic, credible and attractive" future. Some suffer from these elements, thereby reducing the power that a vision should have for all members of the company. The process of creating the vision should be seen as the fundamental element of the future of the company, it is very important that the leaders of the company visualize that future with a positive attitude, since it will be the most powerful weapon to achieve changes in the organization.Pollack reminds us that "Vision is the result of our dreams in action, a vision generally precedes success for nations, for individuals and for companies."
BUSINESS MISSION:
According to Robbins (2000), the business mission is not a poetic phrase consigned in the strategic plan of the company, it is a tool that responds to the purpose of the organization. The strategic plan of companies is a map that allows them to direct their actions at all times, both to the company in general and to its managers. Said plan must be congruent with the organizational values, with the business philosophy and culture. One of the critical aspects in the formulation of the strategic plan is the corporate mission statement, which must be aligned with the organizational values. It is very common to find that most of the company have a corporate mission that is generally exhibited in the corridors of the company with the aim that locals and strangers know and become familiar with it, but,In general, vision does not mean much to those who work in companies. For them, the mission is nothing more than a sentence that occurred to those who developed the strategic plan, which in itself is not well known among employees or managers. Thus it is found that the mission is nothing more than a beautiful phrase without any significance, inside and outside the company. If the mission is observed in greater detail, it can be said that yes, it is a beautiful sentence (generally) but it does not only intend to stay there, it intends to become a guide when making decisions, it is a compass in the strategic orientation of the company.that in itself is not very well known among employees or managers. Thus it is found that the mission is nothing more than a beautiful phrase without any significance, inside and outside the company. If the mission is observed in greater detail, it can be said that yes, it is a beautiful sentence (generally) but it does not only intend to stay there, it intends to become a guide when making decisions, it is a compass in the strategic orientation of the company.that in itself is not very well known among employees or managers. Thus it is found that the mission is nothing more than a beautiful phrase without any significance, inside and outside the company. If the mission is observed in greater detail, it can be said that yes, it is a beautiful sentence (generally) but it does not only intend to stay there, it intends to become a guide when making decisions, it is a compass in the strategic orientation of the company.it is a compass in the strategic orientation of the company.it is a compass in the strategic orientation of the company.
According to Robbins (2000), the mission responds to the purpose of the organization, that is, how you want people to recognize it after a while. When you want to develop the concept of the business mission, it is not enough for the planning team to ask the following questions: What functions does the organization perform? How do you perform them? The mission is more than the business function, in addition to considering the driving forces and competitive advantages of the organization, the planning team must ask the following four basic questions. The mission must consider the strengths of the company, it must be based on its competitive advantages, only then will it be a source of motivation. Involving the focus on the client creates the precise stimulus so that all members of the organization feel committed to it.If the sense of existence of the company is understood, there is a greater chance that the mission really works as an instrument of strategic orientation in decision-making. A vision that rests on a sheet of paper is not useful, the mission must be clear in the head of each of the members of an institution, only then will it be useful, only then can it be called a tool. When the organization is not aware of its mission, the tool simply becomes a phrase that is out there but that nobody applies, it will not be able to collect institutional values nor will it be a source of inspiration for people.A vision that rests on a sheet of paper is not useful, the mission must be clear in the head of each of the members of an institution, only then will it be useful, only then can it be called a tool. When the organization is not aware of its mission, the tool simply becomes a phrase that is out there but that nobody applies, it will not be able to collect institutional values nor will it be a source of inspiration for people.A vision that rests on a sheet of paper is not useful, the mission must be clear in the head of each of the members of an institution, only then will it be useful, only then can it be called a tool. When the organization is not aware of its mission, the tool simply becomes a phrase that is out there but that nobody applies, it will not be able to collect institutional values nor will it be a source of inspiration for people.It will not be able to collect institutional values nor will it be a source of inspiration for people.It will not be able to collect institutional values nor will it be a source of inspiration for people.
GENERAL STRATEGIC OBJECTIVES:
For Chiavenato (1998), the objectives are the essential purposes or ends that an entity intends to achieve in order to achieve the mission that has been proposed within the framework of its strategy. A General Strategic Objective constitutes a purpose in general terms that is mainly associated with a Program within the functional classification.
The General Strategic Objectives are, by definition, long-term objectives that will contribute to the achievement of the Sector's Vision. Therefore, these objectives must respond to what we want to change from the internal and external reality in which we operate, and must be expressed in qualitative terms and be capable of being measured through objectively verifiable Result Indicators.
SPECIFIC STRATEGIC OBJECTIVES:
According to Chiavenato (1998), they are purposes in specific terms into which a general objective is divided, they are mainly associated with a Subprogram within the functional classification and comprise a set of permanent and temporary actions.
The Specific Strategic Objectives are, by definition, medium-term objectives that will contribute to the achievement of the General Strategic Objective and must be expressed in qualitative terms and be capable of being measured through objectively verifiable Result Indicators.
PERMANENT OR TEMPORARY ACTIONS:
Analyzing Chiavenato (1998), the actions are basic categories on which the strategic implementation of the plan is centered, constituting the fundamental units for the allocation of resources in order to achieve Specific Strategic Objectives.
Permanent Actions: Are those that concur in the operation and maintenance of the existing services. They represent the production of goods and services that the entity carries out according to its functions. They are permanent and continuous in time. They respond to objectives that can be measured qualitatively or quantitatively, through Product Indicators and necessary resources.
Temporary Actions: They represent the creation, expansion and / or modernization of the production of goods and services. They respond to objectives that can be measured qualitatively or quantitatively, through Product Indicators and necessary resources. They are limited in time and after their completion they are integrated or give rise to a permanent action.
It should be remembered that given the nature of the plans to be formulated, only the main permanent and temporary actions should be recorded, which are associated with the functional programmatic category of activity or project respectively, and that in the case of the latter, it constitutes a project investment plan or, failing that, a conglomerate that consolidates a set of minor investment plans, which must necessarily follow the established project cycle.
The rest of temporary and permanent actions will be considered in a generic heading called Others, in which the estimated amount of necessary resources will only be recorded, not being necessary to determine indicators.
INDICATORS FOR MEASURING PERFORMANCE.
They are qualitative and quantitative parameters that detail the extent to which a certain objective has been achieved. As they are instruments for measuring the main variables associated with the achievement of objectives, they constitute a quantitative expression of what is intended to be achieved and through which it establishes and measures its own criteria of success, and provides the basis for monitoring its performance.
In general, to measure a strategic chain represented by Policy Guidelines - General Objectives - Specific Objectives - Permanent and Temporary Actions, Impact, Result and Product indicators are used, which together allow to measure the evolution of the entity's performance.
Impact Indicators: They are associated with the Policy Guidelines and measure the changes that are expected to be achieved in the medium and long term. It shows the effects (direct or indirect) produced as a consequence of the results and achievements of the actions on a specific group of clients or population. Usually measured in a more rigorous and profound way and requires a precise definition of the evaluation time since there are interventions whose impact is only measurable in the long term.
Result Indicators: They are associated with General and Specific Objectives and are related to the different dimensions covered by the objective's purpose. Indicates the progress in achieving the purposes of the actions, reflecting the level of achievement of the objectives. In general, the result of the actions cannot be measured until the end of the tasks that compose it (in the case of projects, which by definition have a defined time) or until the tasks have reached a level of necessary maturation in permanent activities.
Product Indicators: They are associated with Permanent or Temporary Actions, and measure the changes that will take place during their execution. It reflects the quantifiable goods and services provided by a certain intervention and, consequently, by a certain institution.
Baseline: It is the first measurement of the indicators selected to measure the objectives of a permanent or temporary action, it must be carried out at the beginning of the Plan in order to have a "base" that allows quantifying the net changes that have occurred due to their intervention.
EFFECTIVE ADMINISTRATION OF THE TEXTILE INDUSTRIES.
EFFECTIVE ADMINISTRATION:
Interpreting Stoner (2000), the administrative process is the core of business administration as a discipline of study, it is present in a large part of the definitions that we can find about it. The process consists of four or more steps (according to the author), which in its most basic and accepted form are: Planning, Business Organization, Economics and business management, Management control. Other versions or authors: They join the steps organize and direct (execute) under the name of manage. They add integrate after directing and before controlling. The process is also a continuous cycle, since after the last step it controls ryou start over with planning. The detailed functions or processes are not independent, but are totally interrelated. When an organization develops a plan, it must order its structure to enable its execution. After the execution (or perhaps simultaneously) it is controlled that the reality of the company does not deviate from the planning, or if it does, it seeks to understand the causes of said distancing. Finally, the control carried out may lead to a correction in the planning, which provides feedback to the process.
Analyzing Terry (2000), administration comprises planning, organization, execution and control; the same as the means by which a manager manages. The planning applies to clarify, expand and determine the objectives and courses of action to be taken; for forecasting; establish conditions and assumptions under which the work must be done; select and indicate the areas for achieving the objectives; establish a plan of achievement; establish achievement policies, procedures, standards and methods; anticipate possible future problems; modify plans in light of control results. The organization, is applied to distribute the work among the group and to establish and recognize the necessary relationships and authority; subdivide work into operational tasks; arrange group operational tasks in operational positions; gather operational positions between related and administrable units; define job requirements; select and place the human element in the proper position; delegate due authority to each member of management; provide facilities and other resources to staff; review the organization in light of the control results.
The execution is carried out with the practical, active and dynamic participation of all those involved in the decision or the managerial act; lead and challenge others to do the best they can; guides subordinates to comply with operating rules; highlight creativity to discover new or better ways to manage and perform work; praise and repress with justice; rewarding work well done with recognition and payment; review performance in light of control results. The controll of the activities, this phase is applied to compare the results with the plans in general; evaluate results against business planning and execution standards; devise effective means for measuring operations; make the measuring elements known; transfer detailed data to show comparisons and variations; suggest corrective actions, if necessary; inform responsible members of the interpretations; adjust the plan in light of the control results. In effective management practice, these stages of the process are intertwined and interrelated; the execution of a function does not stop entirely before the next one starts. The sequence must be tailored to the specific objective or the particular project.Typically a manager is committed to many goals and can meet each one at different stages of the process.
Interpreting what is stated by Stoner (2000), the effectiveness of the operating system is extremely important for the success of the textile company, so it must be designed to be compatible with the strategies of the textile industry. Conversely, when formulating industry strategies, it is important to keep in mind the current and future capabilities of the system. The dangers of not considering operations as an important component in strategy development have been highlighted in recent competitive problems in the textile industries.
According to Steiner (1998), among administrative functions, management (or leadership) is the one that most directly relates managers to their subordinates. Thus, management is a central part of your role and is about working with and using others to achieve the goals, objectives, mission and vision of the textile company. To a large extent, the managerial ability of a manager (that is, his ability to motivate subordinates, to influence them, to direct them and to communicate with them, will determine the effectiveness of the administration and therefore the fulfillment of everything proposed.
According to Johnson & Scholes (1999), Business Policies are corporate decisions, by means of which criteria and action frameworks are defined that guide management at all levels of the organization in specific aspects. Business Policies are corporate decisions by which criteria and action frameworks are defined that guide management at all levels of the organization in specific aspects. Once adopted, they become behavior guidelines, non-negotiable and mandatory, the purpose of which is to reduce uncertainty and channel efforts towards the realization of the company's corporate purpose. The customer represents its reason for being for a textile industry. Around meeting your needs and exceeding your expectations,is building the path to excellence. The Environmental Policy makes explicit the belief in environmental management and reiterates the commitment to the national and international environment, framing environmental management within the economic, political and social parameters of sustainable development. Social Policy: Establishes the company's commitment to society, to manage its viability through participatory and sustainable instruments. Negotiation of Goods and Services Policy: Towards obtaining better negotiated agreements.Establishes the company's commitment to society, to manage its viability through participatory and sustainable instruments. Negotiation of Goods and Services Policy: Towards obtaining better negotiated agreements.Establishes the company's commitment to society, to manage its viability through participatory and sustainable instruments. Negotiation of Goods and Services Policy: Towards obtaining better negotiated agreements.
It establishes the Company's commitment to guarantee equal opportunities to all bidders, both national and foreign, in a competitive setting and in terms of quality and suitability, providing timely and pertinent information on business plans and programs. Information Policy: Information has a strategic value, and must be protected and managed as an asset. Communication Policy: Establishes that communication must flow in an environment of flexibility and participation that allows the creation, design and use of content and media, in accordance with the purposes of the organization. Human Management Policy: Establishes the reciprocal commitment between the company and its workers to create an environment favorable to personal, work and social development,on the basis of building identity with the vision, mission and objectives of the company. Policy for Comprehensive Risk Management: the company must declare its criteria and define the framework of action for Comprehensive Risk Management that generate vulnerability to human, environmental, financial, information and corporate image resources, implicit in all business processes and critical for the continuity and competitiveness of the company.implicit in all business processes and critical for the continuity and competitiveness of the company.implicit in all business processes and critical for the continuity and competitiveness of the company.
TEXTILE INDUSTRIES
Analyzing Porter (1997), an Industry can be defined as the set of strategies used by man to transform raw materials into finished or semi-finished products that can meet their needs. Industry is the set of processes and activities that aim to transform raw materials into manufactured products. There are different types of industries, depending on the products they manufacture. For example, the textile industry is dedicated to the manufacture of fabrics, threads, clothing, etc. For its operation, the industry needs raw materials and energy sources to transform them. At the same time, it is necessary to create a transport network that facilitates the transfer of natural resources to factories and the distribution of products already produced.Textile industry is the general name given to the sector of the economy dedicated to the production of clothing, fabric, yarn, fiber and related products. The textile industry generates a large number of direct and indirect jobs, has an important weight in the world economy, and is one of the sectors of international trade that generates the most controversies, especially in the definition of trade agreements. This type of industry covers the following sub-sectors: Fiber production, Spinning, Weaving, Dyeing and finishing, Clothing, Haute couture, Nonwovens, Technical fabrics. Other related subsectors are Agriculture and livestock (natural fibers); and, Metalworking and electronics (textile machinery). The production process of the company Topy Top SA. It covers the following phases:weaving (to obtain the corresponding fabric), dry cleaning (to give it the respective color), cutting (to define the sizes), sewing (to obtain the garment), printing and embroidery (to give it a better presentation), laundry (to remove stains and others) and finish (to have the garment available for sale). The textile industries must adequately plan their activities, organize the available resources, technically direct the operation of the company, coordinate and control the functions and activities; therefore, it is necessary to take into account the different doctrinal aspects regarding this important business aspect.laundry (to remove stains and others) and finishing (to have the garment available for sale). The textile industries must adequately plan their activities, organize the available resources, technically direct the operation of the company, coordinate and control the functions and activities; therefore, it is necessary to take into account the different doctrinal aspects regarding this important business aspect.laundry (to remove stains and others) and finishing (to have the garment available for sale). The textile industries must adequately plan their activities, organize the available resources, technically direct the operation of the company, coordinate and control the functions and activities; therefore, it is necessary to take into account the different doctrinal aspects regarding this important business aspect.
EFFICIENCY:
According to Terry (2000), efficiency is the positive result after adequate rationalization of resources, in accordance with the purpose sought by those responsible for management. Efficiency refers to the relationship between the goods or services produced or delivered and the resources used for that purpose (productivity), compared to an established performance standard. The textile industries will be able to guarantee their permanence in the market if they strive to carry out efficient business management, oriented towards the client and with a sustained level of quality in the products and / or services they provide. Efficiency can be measured in terms of the results divided by the total costs and it is possible to say that the efficiency has grown by a certain percentage (%) per year.This measure of cost efficiency can also be inverted (total cost in relation to the number of products) to obtain the unit cost of production. This relationship shows the cost of production of each product. In the same way, the time (calculated for example in terms of man-hours) that it takes to produce a product (the inverse of labor efficiency) is a common measure of efficiency.
Analyzing Robbins (2000), efficiency is the relationship between the results in terms of goods, services and other results and the resources used to produce them. Empirically, there are two important measures: i) Cost efficiency, where results are related to costs, and, ii) Work efficiency, where achievements refer to a key production factor: the number of workers. Some questions that can be asked in the efficiency analysis are: a) Were the feasibility studies of the projects realistic and formulated so that operations could be based on them? b) Could the project have been implemented differently so that lower production costs would have been obtained? c) Are the working methods the most rational? d) Are there bottlenecks that could be avoided?e) Are there unnecessary overlaps in the delegation of responsibilities? f) How well do the different units cooperate to achieve a common goal ?; g) Are there any incentives for officials who strive to cut costs and complete work on time? Efficiency refers to the relationship between the services provided or delivered by companies and the resources used for that purpose (productivity), compared to an established performance standard.It refers to the relationship between the services provided or delivered by the companies and the resources used for that purpose (productivity), compared to an established performance standard.It refers to the relationship between the services provided or delivered by the companies and the resources used for that purpose (productivity), compared to an established performance standard.
Interpreting Tofler (2004), efficiency is the relationship between costs and benefits focused on finding the best way to do or execute tasks (methods), so that resources (people, vehicles, various supplies and others) are used in the most rational way possible. Rationality implies adapting the means used to the ends and objectives that are to be achieved, this means efficiency, which leads to the conclusion that companies will be rational if the most efficient means are chosen to achieve the desired objectives, taking into account that the objectives that are considered are the organizational ones and not the individual ones. Rationality is achieved through rules and regulations that govern the behavior of the components in search of efficiency. Efficiency seeks to use the means,more adequate and properly planned and organized methods and procedures to ensure optimal use of available resources. Efficiency is not concerned with the ends, as it does with efficiency, if not with the means. Efficiency can be measured by the amount of resources used in providing the urban transport service. Efficiency increases as costs and resources used decrease. It is related to the use of resources to obtain a good or objective.Efficiency increases as costs and resources used decrease. It is related to the use of resources to obtain a good or objective.Efficiency increases as costs and resources used decrease. It is related to the use of resources to obtain a good or objective.
CONTINUOUS IMPROVEMENT:
Analyzing Gómez (2006), for the management groups of Japanese companies, the secret of the most successful companies in the world lies in having high quality standards for both their products and their employees; therefore total quality control is a philosophy that must be applied at all hierarchical levels in an organization, and this implies a process of Continuous Improvement that has no end. This process allows a broader horizon to be visualized, where excellence and innovation will always be sought, which will lead entrepreneurs to increase their competitiveness, reduce costs, and direct efforts to satisfy the needs and expectations of customers. The basis for the success of the improvement process is the proper establishment of a good quality policy,that you can define precisely what is expected by employees; as well as the products or services that are provided to customers. This policy requires the commitment of all the components of the organization. It is evident that world trends show how nations are integrated into communities that seek to strengthen each other and merge their cultures, this integration goes beyond free trade agreements, opening of imports and exports, delimitation of unified policies on the private sector and penetrates in the daily life of the members of society, in the practices of organizations and generates substantial changes in the way of life of modern man. Integration also seeks the consolidation of blocks that aspire to have political, military hegemony,ideological in the international reordering. The result of this process is a new economic, ideological and political map where the highly competitive and consequently privileged countries in the world market are clearly differentiated. This panorama clearly shows us how the rules of competitiveness have changed, the breaking of borders in the geographical area, incites a breakdown in mentalities and a series of imperatives that we must address if we want to transcend the condition of a peripheral country and on the way to developing. Penetrating this new order implies recognizing the role of knowledge and information as generators of development. Now more than ever it is necessary to assume that knowledge and whoever owns the information has power at the business level,the leading role of knowledge in the growth of productive sectors is clear. For example, the incorporation of state-of-the-art technology, applied knowledge, training and qualification of the workforce, the increasingly specialized levels of labor division, the highly qualified skills and abilities required for optimal performance, the systematization of converted business practices. In management models, new administrative methods and techniques, among others, are indicators of the intimate relationship between knowledge, rational information management, and business economic growth. To carry out this process of Continuous Improvement both in a specific department and in the entire company, it must be taken into consideration that said process must be: economic, that is,it must require less effort than the benefit it brings; and cumulative, that the improvement that is made allows to open the possibilities of successive improvements while guaranteeing the full use of the new level of performance achieved.
James Harrington (1993), referred to by Gómez (2006), for him improving a process means changing it to make it more effective, efficient and adaptable, what to change and how to change depends on the specific approach of the entrepreneur and the process.
Fadi Kabboul (1994) referred to by Gómez (2006), defines Continuous Improvement as a conversion into a viable and accessible mechanism for companies from developing countries to close the technological gap that they maintain with respect to the developed world.
Abell, D. (1994), referred to by Gómez (2006), gives as a concept of Continuous Improvement a mere historical extension of one of the principles of scientific management, established by Frederick Taylor, who affirms that every work method is susceptible to be improved (taken from the Continuous Improvement Course taught by Fadi Kbbaul).
LP Sullivan (1994), referred to by Gómez (2006), defines Continuous Improvement as an effort to apply improvements in each area of the organization to what is delivered to customers.
Eduardo Deming (1996), referred to by Gómez (2006), according to this author's perspective, the management of total quality requires a constant process, which will be called Continuous Improvement, where perfection is never achieved but is always sought.
According to Gómez (2006), continuous improvement is a process that describes very well what the essence of quality is and reflects what companies need to do if they want to be competitive over time. It is something that as such is relatively new since we can see it in the dates of the concepts issued, but despite its recent birth, it is currently highly developed. The importance of this management technique is that with its application it can contribute to improve the weaknesses and strengthen the strengths of the organization, through this it is possible to be more productive and competitive in the market to which the organization belongs, on the other hand Organizations must analyze the processes used, so that if there are any problems they can be improved or corrected;As a result of applying this technique, organizations may grow within the market and even become leaders. We have to improve because, "In today's buyers' market, the customer is king", that is, that customers are the most important people in the business and therefore employees must work to satisfy the needs and their wishes. They are a fundamental part of the business, that is, it is the reason why it exists, therefore they deserve the best treatment and all the necessary attention. The reason why clients prefer products from abroad is the attitude of the business leaders towards the claims for errors that are discussed: they accept their errors as something very normal and apologize to the client, for them the client always has the reason.The search for excellence comprises a process that consists of accepting a new challenge every day. Said progress must be progressive and continued. It must incorporate all the activities carried out in the company at all levels. The improvement process is an effective means of developing positive changes that will save money for both the company and the customers, since quality failures cost money. Likewise, this process implies investment in new machinery and more efficient high-tech equipment, improving the quality of service to customers, increasing levels of human resource performance through continuous training, and investment in research. and development that allows the company to keep up with new technologies.The basis of the success of the improvement process is the adequate establishment of a good quality policy, which can precisely define what is expected by employees; as well as the products or services that are provided to customers. This policy requires the commitment of all the components of the organization, which must be written so that it can be applied to the activities of any employee, it can also be applied to the quality of the products or services that the company offers, as well it is necessary to clearly establish quality standards, and thus be able to cover all aspects related to the quality system. To give effect to the implementation of this policy, it is necessary that the employees have the required knowledge to know the demands of the clients,and in this way to be able to offer excellent products or services that can meet or exceed expectations. Total quality does not only refer to the product or service itself, but it is the permanent improvement of the organizational, managerial aspect; taking a company as a gigantic machine, where each worker, from the manager, to the lowest level official, are committed to business objectives.Even the lowest level official is committed to business objectives.Even the lowest level official is committed to business objectives.
EFFECTIVENESS:
Interpreting Stoner & Wankel (2000), efficacy or effectiveness refers to the degree to which companies achieve their objectives and goals or other benefits that they intended to achieve, provided for in the legislation or set by the Board of Directors. It will be necessary to identify the target group of the program and seek answers to questions such as: a) Has the goal been reached at a reasonable cost and within the established time ?; b) Was the target group correctly defined? c) Are people satisfied with the education and equipment provided ?; d) To what extent does the supplied equipment meet the needs of the target group ?; e) Is the equipment being used by citizens? Effective management is related to the fulfillment of the actions, policies, goals, objectives, mission and vision of the company; as established by modern business management.Effective management is the process undertaken by one or more people to coordinate the work activities of other people in order to achieve high quality results that a person could not achieve on their own. In this framework, competitiveness comes into play, which is defined as the extent to which a company, under free market conditions, is capable of producing goods and services that pass the market test, while maintaining or expanding the real income of its employees and partners. Also in this framework, quality is conceived, which is the totality of the features and characteristics of a product or service that refer to its ability to satisfy expressed or implicit needs. Effective management,It is the set of actions that allow to obtain the maximum performance of the activities that the company develops. Effective management, which means that the members of a company work together with greater productivity, that they enjoy their work, that they develop their skills and abilities and that they are good representatives of the company, presents a great challenge for its managers. When a management reaches the standard then it can be considered effective. Management can be considered effective if: i) the entity's operational objectives are being achieved; ii) They have adequate information to the point of achieving the entity's operational objectives; iii) If the administrative, financial, economic, labor, patrimonial and other information of the entity is reliably prepared; and,iv) If applicable laws and regulations are complied with. While institutional management is a process, its effectiveness is a state or condition of the process at a given time, the same one that exceeding the established standards facilitates achieving effectiveness.
Analyzing Terry (2000), efficacy or effectiveness refers to the degree to which companies achieve their objectives and goals or other benefits that were intended to be achieved, set by managers or required by society. Efficiency is the virtue, strength and power to manage. Efficacy or effectiveness is the degree to which business objectives are achieved. In other words, the way in which a set of results is obtained reflects effectiveness, while the way in which resources are used to achieve them refers to efficiency. Efficacy is the normative measure of the achievement of results. Companies have indicators to measure the achievements of services. When these results or standards are achieved, the objective will have been achieved.The scope of effectiveness runs up against the complexity of demands of an entity as an open system. Efficiency and business success are a very complex issue due to the multiple relationships that are established with the elements linked to the entity.
According to Koontz & O´Donnell (2003), company managers have a variety of techniques to achieve that the results conform to the plans. The basis of good governance and control of companies is that the result depends on the people. Among the important considerations to ensure the results and therefore the effectiveness of the managers we have: the will to learn, the acceleration in the preparation of the management team, the importance of planning for innovation, evaluation and remuneration to the management team, adjustments of the information, need for management research and development, need for thought leadership, etc. The results obtained by the good governance of the companies, must not only occur for the company itself, but especially must be reflected in better services and in the happy citizen,especially in the participatory context of modern management.
ECONOMY:
According to Chiavenato (1998), the economy in the use of resources is related to the terms and conditions under which entities acquire resources, be they financial, human, physical or technological, obtaining the required quantity, at a reasonable level of quality, at the appropriate time and place and at the lowest possible cost. The economic treatment of operations provides a useful guide for profit planning, cost control and administrative decision making should not be considered as an instrument of precision since the data are based on certain assumed conditions that limit the results. The economics of operations are developed under the assumption that the concept of cost variability (fixed and variable) is valid and said components can be identified,including semi-variable costs; the latter through technical procedures that require a special analysis of the historical data of income and costs for several successive periods, in order to determine the fixed and variable costs.
JUSTIFICATION
Effective administration is the systematic set of rules to achieve maximum efficiency and effectiveness in the ways of structuring and managing the textile industries, therefore it is really important to apply this type of administration.
Effective administration makes it easier to design and maintain an environment in which, working in groups, individuals efficiently meet the general and specific objectives of the textile industries.
Effective administration is a very particular process consisting of planning, organization, execution and control activities carried out to determine and achieve the stated objectives with the use of human beings and other resources.
Currently, the design of the administration in a strategic framework is very relevant, the same one that considers the vision, mission, objectives and actions within a strategic programming. This way of conceiving the textile industry is very necessary because it makes strategic programming a tool to guide the implementation of resources to fulfill the essential functions of textile companies. It is based on opportunities that both the external environment and its internal reality generate, ensuring the best performance of functions. All this is a process that involves the ability to determine objectives, associate resources, define courses of action that allow meeting those objectives,track progress and examine the results and consequences of those decisions against pre-established goals.
The preparation of strategic plans includes the definition of objectives and guidelines, in accordance with the attributions and responsibility, according to the business mission, to achieve the vision that it is proposed to achieve as a company that is part of the textile sector.
The textile industries need competitiveness to stay in the market. Through affective administration, the fulfillment of actions, objectives, mission and vision can be facilitated until reaching competitiveness. Being understood as such, systematically maintaining comparative advantages that allow it to achieve, sustain and improve a certain position in the socioeconomic environment. The term competitiveness is widely used in business, political and socio-economic circles in general. This is the reason for the broadening of the frame of reference of our economic agents who have gone from a self-protective attitude to a more open, expansive and proactive approach.
Competitiveness has an impact on the way of planning and developing any business initiative, which is obviously causing an evolution in the business and entrepreneur model. The comparative advantage of a company would be in its ability, resources, knowledge and attributes, etc., that said company has, the same ones that its competitors lack or that they have to a lesser extent that makes it possible to obtain returns superior to those of those.
The use of these concepts supposes a continuous orientation towards the environment and a strategic attitude on the part of the large, medium and small textile industries, in those of recent creation or in the mature ones and in general in any kind of organization. On the other hand, the concept of competitiveness makes us think of the idea of "excellence", that is, with characteristics of efficiency and effectiveness of the organization.
Competitiveness is not the product of chance nor does it arise spontaneously; It is created and achieved through a long process of effective administration, learning and negotiation by representative collective groups that configure the dynamics of organizational behavior, such as shareholders, managers, employees, creditors, clients, by the competition and the market, and lastly, the government and society in general.
A textile company, if it wants to maintain an adequate level of competitiveness in the long term, must sooner or later use formal analysis and decision procedures, framed within the framework of the "strategic planning" process within the framework of effective administration. The function of this process is to systematize and coordinate all the efforts of the units that make up the organization aimed at maximizing global efficiency.
To better explain this efficiency, let's consider the levels of competitiveness, internal competitiveness, and external competitiveness. Internal competitiveness refers to the organizational capacity to achieve the maximum performance of available resources, such as personnel, capital, materials, ideas, etc., and transformation processes. When speaking of internal competitiveness, we get the idea that the company has to compete against itself, expressing its continuous effort to improve itself. External competitiveness is oriented to the elaboration of the achievements of the organization in the context of the market, or the sector to which it belongs. As the reference system or model is foreign to the company, it must consider exogenous variables, such as the degree of innovation, the dynamism of the industry, economic stability,to estimate its long-term competitiveness. The company, once it has reached a level of external competitiveness, must be ready to maintain its future competitiveness, based on generating new ideas and products and seeking new market opportunities.
RESEARCH OBJECTIVES
The purposes that this research seeks are the following:
MAIN GOAL:
Establish policies and strategies to facilitate effective management of the textile industries
SPECIFIC OBJECTIVES:
- Establish the objectives that must be taken into account to facilitate the efficiency of the textile industries Establish the actions that facilitate the continuous improvement of the textile industries.
HYPOTHESIS OF THE INVESTIGATION
MAIN HYPOTHESIS:
If specially designed policies and strategies are applied; then the effective administration of the textile industries can be facilitated.
SECONDARY HYPOTHESES:
- If you work to achieve business goals; then, the efficiency in the textile industries will be facilitated. If the most pertinent actions are taken; then, the continuous improvement of the textile industries will be facilitated.
INVESTIGATION METHODOLOGY
KIND OF INVESTIGATION:
This research work will be of the application, because although all aspects are theorized, but their scope will be practical to the extent that they are applied by the textile industries to achieve efficiency and continuous improvement.
LEVEL OF INVESTIGATION:
The research to be carried out will be of the descriptive-explanatory-correlational level, since all the policies and strategies that will facilitate the effective administration of the textile industries will be described.
INVESTIGATION METHODS:
The following methods will be used in this investigation:
- Descriptive.- Because all aspects of policies and strategies will be specified; as well as its incidence in the effective administration of the textile industries. Inductive.- To infer the information of the sample and its application and results in the research population.
DESIGN OF THE INVESTIGATION:
The design is the plan or strategy that will be developed to obtain the information that is required in the investigation. The design that will be applied will be Non-Experimental, Transectional or transversal, Descriptive, Correlational-causal. Non-Experimental design is defined as research that will be conducted without deliberately manipulating variables. In this design, phenomena are observed as they occur in their natural context, and then analyzed. The transverse or cross-sectional research design to be applied consists of data collection. Its purpose is to describe the variables and analyze their incidence and interrelation at a given moment. The descriptive transactional design that will be applied in the work, aims to investigate the incidence and the values in which the research variables are manifested. The correlative-causal Transectional research design to be applied will serve to relate two or more categories, concepts or variables at a given time. It will also be descriptions, but not categories,concepts, objects or individual variables, but of their relationships, whether they are purely correlational or causal relationships. Through this type of design the elements of the investigation are associated.
RESEARCH POPULATION:
The population will be made up of the textile industries located in Metropolitan Lima. In these companies there are shareholders, partners, directors, managers, administrators, officials and workers who will be surveyed respectively.
SAMPLE OF THE INVESTIGATION:
To define the sample size, the probabilistic method has been used and the generally accepted formula for populations less than 100,000 has been applied.
Stoner James & Walkel Charles (2000) Administration. Mexico. Prentice-Hall Hispanoamericana, SA.
Robbins Stephen (2000) Fundamentals of Management. Mexico. Prentice Hall Hispanoamericana SA.
Robbins Stephen (2000) Fundamentals of Management. Mexico. Prentice Hall Hispanoamericana SA.
Chiavenato Idalberto (1998) Introduction to the General Theory of Administration. Mexico. Mc Graw Hill.
Idem.
Ibid
Stoner James & Walkel Charles (2000) Administration. Mexico. Prentice-Hall Hispanoamericana, SA.
Terry George (2000) Principles of Management. Mexico. Cia. Editorial Continental SA.
Stoner James & Walkel Charles (2000) Administration. Mexico. Prentice-Hall Hispanoamericana, SA.
Steiner George (1998) Strategic Planning. Mexico. Compañía Editorial Continental SA. From CV.
Johnson, Gerry & Scholes, Kevan (1999) Strategic Management: Analysis of the strategy of organizations. Barcelona. Closas Orcoyen SL
Porter Michael (1997) Competitive strategy: Techniques for the analysis of industrial sectors and competition. Mexico. Compañía Editorial Continental, SA de CV
DATA COLLECTION TECHNIQUES
The techniques that will be used in the investigation will be the following:
- Surveys.- It will be applied to the sample personnel in order to obtain information on business policies and strategies; and, effective administration of the textile industries. Documentary analysis.- It will be used to analyze the norms, books, texts, theses, monographs and other aspects related to research, in order to obtain the necessary data on business policies and strategies; and, effective administration of the textile industries.
DATA COLLECTION INSTRUMENTS:
The instruments to be used in the research are related to the aforementioned techniques, as follows:
| TECHNIQUE | INSTRUMENT |
| Survey | Questionnaire |
| Documentary analysis | Document analysis guide |
ANALYSIS TECHNIQUES:
The following techniques will be applied:
- Document analysis Inquiry Data reconciliation Table tables with amounts and percentages Understanding graphs
DATA PROCESSING TECHNIQUES:
The following data processing techniques will be applied:
- Sorting and classification Manual registration Computerized process with Excel Computerized process with SPSS
TENTATIVE SCHEME OF THE THESIS
" POLICIES AND STRATEGIES FOR THE EFFECTIVE ADMINISTRATION OF THE TEXTILE INDUSTRIES "
Dedication
Gratitude
Summary
Abstract
Presentation
CHAPTER I: METHODOLOGICAL APPROACH
- Research delimitation Problem statement Objectives Justification Hypothesis Methodology used
CHAPTER II: POLICIES AND STRATEGIES
- Business policies Business strategies Business objectives Business actions
CHAPTER III:
EFFECTIVE ADMINISTRATION OF THE TEXTILE INDUSTRIES
- Effective management Textile industries Efficiency of textile industries Continual improvement of textile industries
CHAPTER IV: RESULTS OF THE INVESTIGATION
- Presentation and analysis of the survey conducted Contrasting the research hypotheses Discussion of the results obtained Conclusions of the research Recommendations of the research
Bibliography
Annexes.
BIBLIOGRAPHY
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