NATIONAL OPEN UNIVERSITY

ENGINEERING AREA
INDUSTRIAL ENGINEERING DEGREE

TASK

PRACTICAL WORK:

SUBJECT: ORGANIZATIONAL MANAGEMENT

CODE: 235

DATE OF DELIVERY TO THE STUDENT:

RETURN DATE:

Together with the Second Integral

Soledad Prado

IDENTITY CARD:

LOCAL CENTER: Anaco, Anzoátegui State

Industrial Engineering

NUMBER OF ORIGINALS:

STUDENT SIGNATURE:

LAPSO: 2.013 - 1

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COVER PAGE OF YOUR ASSIGNMENT OR WORK

 CONTENT PAG
Cover
Content
1.- Company presentation
Historical review
Mission
Vision
Physiology
Company objectives
2.- Technical content, in accordance with the proposed objectives for the
drafting of the report.
2.1 What is the organizational culture of the company?
2.2 What is the selection, training, development, and performance criteria of
Human Resources of the company?
2.3 What are the fundamentals of power, conflict, and negotiation in the field
work-related?
2.4 What are the communication mechanisms between any group of the
company and with other organizations?
2.5 How effective are the management mechanisms?
2.6 Where does the decision-making of the authority lie, taking?
2.7 To what extent will there be rules and regulations guiding employees and
managers?
2.8 Is there a management system?
2.9 How to achieve an effective organizational model?
3 Conclusions
4 Recommendations
 Development.

Geographic Location.

The Company has its sole headquarters on Av. Principal de las Mercedes Sector el Palomar, in the
City of San José de Guanipa, Anzoátegui State. Its telephone address is the
next: phones: (0283) 255.31.40. - 255.56.76 - 5005266

Company Vision.

To be the medical service company in the eastern zone that leads a process of change in
the health sector when implementing customer-focused service patterns, research
scientific, teaching, and the continuous improvement of processes and results.

Mission of the Company.

Offers a medical service of the highest quality through an excellent physical facility, the
better and more comprehensive technological resources, the best human staff, and management
avant-garde; all aimed at meeting the demanding needs of the customer.

Philosophy of the Company.

The Clinical Scientific Center 'Esperanza Paraco' is conceived as a medical company.

whose fundamental philosophy is to direct all efforts towards the needs of the
clients, with the goal of continuously exceeding their expectations.

Corporate objectives.

The C.C.C.E.P has how objectives fundamentals:

Offer high-quality medical service through an excellent physical facility.
all of them aimed at meeting the demanding needs of the customer.
 Encourage scientific research and ongoing training of staff, with the
purpose of providing the user with a service of excellent quality.
➢Provide care in most medical-surgical specialties, with the
the purpose of having patients meet all their needs in a single center.

Provide services that meet the needs of their clients within a framework of
respect and cordiality.

Promote scientific research and continuous training of staff, with the

the purpose of providing the user with a service of excellent quality.

Promote events aimed at the personal and professional development of the community,
through the collaboration of the most qualified medical professionals in the area, and
eventually from other cities or countries.

➢Provide an additional contribution to the development of comprehensive medical and assistive health.

economic and social level of the Southern Zone of Anzoátegui State.

Manage the process in search of excellence, through continuous development

of our human resources.
 ORGANIZATIONAL STRUCTURE OF THE COMPANY.
THE COMPANY SCIENTIFIC CLINIC CENTER.

"ESPERANZA PARACO, C.A." has an organizational structure outlined in a

general organization chart, which is closely related to the size of the company and with
the group of specialties existing in the execution of its functions, this is vertical, of
functional type; where a general breakdown of the different is clearly shown
departments of the company, classified and grouped according to their activities, whose
the dependency is fully directed towards the Medical and administrative Directorate.
The organization is clearly specified in the organizational chart, showing the
required positions for achieving the areas, where hierarchical levels are defined and
functional relationships, in order to achieve in a coordinated, efficient, and systematic manner the
Goals and objectives of the company. This organizational chart is made up of:

Shareholders' Assembly and the Board of Directors: This is represented by all

shareholders of the company, where high-level decision-making lies.

General Management or General Direction: It is responsible for the control and verification of
good operational performance, as well as the analysis of business relationships and
the company's economics and its performance.

Administrative Management: It is responsible for administrative operations that

the company operates in all its breadth.

Accounting Management: It is responsible for providing financial information.

the company through the accounting record of all commercial operations of the
same

Human Resources Management: It is responsible for selecting personnel.

to refer to the area of administration that deals with managing personnel
company. This includes hiring, developing, training, and firing, among other functions.
 Service management: It is the part responsible for providing services to people and
companies that require it.

Obj: 11.- Show the influence of culture on organizations, taking into account the
importance of its strength in the attitudes and behavior of the members of the
organization for to promote the change in the same.

Organizational culture refers to a system of shared meaning among its

members y that distinguish a organization
one of the others.

Organizational culture is one of the fundamental pillars to support all those

organizations that want to become competitive. Therefore, the central point around the
The present work revolves around the study of organizational culture as an advantage.
competitive in a social context of Venezuelan organizations.

Organizational culture is supported by the culture of both the leadership and the subordinates.
If management does not have confidence in the skills of its subordinates, the authority that
It will be delegated and will have large reserves. The result of such management will be
limiting and therefore not very effective.

The idea of conceiving organizations as cultures (in which there is a system of

common meanings among its members) constitutes a fairly recent phenomenon. It has been
Ten years ago, organizations were generally seen simply as a means.
rational that was used to coordinate and control a group of people. They had
vertical levels, departments, authority relationships, etc. But organizations are
something more than that, like individuals; they can be rigid or flexible, unfriendly or
serving, innovative, and conservative..., but each has its own atmosphere and character.
special features that go beyond simple structural traits....The theorists of the
organizations have begun, in recent years, to recognize this by acknowledging the important
the function that culture plays in the members of an organization
ELEMENTS THAT PEOPLE PRACTICE WITHIN A
ORGANIZATION.
A norm is everything that is written and approved, which governs the organization, and that
It must be respected by all its members. A norm must be written.
detailed in the business management documents: Organization Manual and
functions, training plans, strategic plans, among others.

A habit is what is not written, but is accepted as a norm in an organization.

Example: if in a health facility, smoking is not customary, but there is no rule.
writing that prohibits it, knowing that it may be bothersome for some patients or
workers, this habit of not smoking is a characteristic of the organizational culture of
this establishment.

A value is a quality that a person possesses who is part of an organization. Example:

simplicity, joy, responsibility, honesty, punctuality, etc. Values can also be
being negative (some call them anti-values).

ORGANIZATIONAL CLIMATE:
It is the individual perception that each of the members has about the
characteristics or qualities of your organization. When evaluating the organizational climate, it is
evaluating the organizational culture aspect, the latter is difficult to assess due to its
complexity.

IMPORTANCE OF KNOWING ORGANIZATIONAL CULTURE:

It is very important for:

Detect problems within the organization (hospitals or any other

Health establishment) and then being able to offer solutions to these problems
 Integrate the staff under the objectives pursued by the organization (under the mission that
it has that organization)

To be able to form work teams within the organization that can interrelate
and make the work easier.
Identify the staff's needs to address them in any possible way, so that
feel motivated in their workplace.

HOW TO CHANGE ORGANIZATIONAL CULTURE:

It starts with meeting the needs of the workers, the dialogue with them,
and the joint reflection on the mission of the establishment, what it must do
establishment to meet the needs of patients and some of their
relatives, the latter being the ultimate purpose of every health establishment (care of
quality towards patients and their families

CLASSIFICATION OF ORGANIZATIONAL CULTURE:

We will mention two types of classifications:

1.- An organizational culture can be: Weak or Strong. A strong culture is ideal.
of an organization. A weak culture is the one that should be changed. (see box)
CHARACTERISTICS WEAK
STRONG |
INDIVIDUAL AUTONOMY Close supervision. The staff has little
General supervision. The staff has |
| freedom in its work. freedom to resolve the
problems of yours |
| | |cargo. |
STRUCTURE Standardized job position. Rules and Positions of
flexible work. Rules and |
| properly formalized procedures. procedures no
formalized |
SUPPORT Management focuses more of its attention on the Management
shows great interest, helps and |
| production and show little interest in their kindness for his
personal. |
| personal | |
REWARD AND PERFORMANCE They appreciate and reward loyalty, the |
The compensations and promotions that are |
| effort, cooperation. The grants to the staff are unknown.
are based on their
| productive levels of staff productivity level.
|
CONFLICT TOLERANCE The management maintains a minimum level of
The management intentionally increases
the |
| constructive conflict, due to the presence | intensity of
conflict functional o |
| |of dysfunctional or destructive conflicts |constructive, it
sufficient so that it continues |
| | being viable, self-critical, and creative.
|
RISK TOLERANCE Low risk propensity. Not encouraged to
Elevated propensity the risk. Encourages and
| worker to be innovative uses creative talent and
innovative |
| | of the staff |
However, there are other classifications that propose that organizational culture is weak.
when it is easy to be changed or altered (either positively or negatively); and strong,
it is difficult to be changed because the norms, habits, and values are very consolidated and
result in a serious problem when they do not align with the mission of the
organization.

MODEL OF A SUCCESSFUL (STRONG) ORGANIZATIONAL CULTURE IN

A HEALTH FACILITY:

A successful organizational culture in a healthcare facility is:

Those that are action-oriented, meaning that all actions taken in
a health establishment must have dynamic and orderly care processes,
to reduce waiting times in consultations, hospitalization, etc.
The one that is customer-oriented, both external (patients or interested family members)
in the patient's health), as internal clients (workers of the establishment):
satisfaction of their needs. Satisfy the needs of internal customers
(workers) are the most important factor at the beginning of the change in organizational culture, it involves

a constant motivation for his work that involves, for example: horizontal treatment of the
management, training, improvements in the work environment, rewards, raises
salary, etc. Satisfaction of external customers' needs is what is called
marketing.

That one what has productivity a through his people.

Those who are committed to positive values. E.g.: honesty, responsibility,
punctuality in attention, simplicity, ability to dialogue, etc.
She who is aware of her strengths and weaknesses. E.g.: in an establishment.
In health, one of the existing strengths is that cardiovascular surgeons are very
trained in recent intervention techniques; a weakness is that even in that
The establishment does not have trained nursing staff to assist in that.
type of interventions.

That simple organization with the necessary staff, talk about necessary staff
it involves a specific number of personnel according to the type of work of an establishment
for health, e.g.: immunizations, only 2 trained vaccinators are required to
such work, since with a prior study, according to the scope of its served population, it
he has considered the contract for 2 vaccinators essential. When the number cannot be found
ideal number of people for an activity, whether they are few or many, the results do not
they are the ones that are expected.

Those that have rigidity and flexibility, according to the dynamics of change and its
circumstances. Yes, if suddenly the demand for attention in the emergency service is met
which will increase due to the year-end holidays, it is necessary to provide more staff in
the hospital on-call shifts of that hospital.
What is the organizational culture of the company?
There are many ideas about organizational culture, all of which are considered in their possession.
the internal and external elements,... in general, the entire context is assumed regarding
organizational culture ... the culture in the organization is framed in the countless
activities carried out by man, associated with all the support of countless facts of the
Day by day, our culture as an institution is to achieve dignified health care and this
achieves by making our employees feel in a harmonious environment where the
work practice goes hand in hand with the functions...

There are managers in the areas of:

Administration
Nursing services
Control and supply
Credit and collection
Accounting
Treasurer

Each manager has staff under their charge who are responsible for carrying out activities in
each area, with the aim of achieving the organization's goals.

There is a board of directors:

President.
Medical Directory.
Shareholders
Commissioner

Those who set long-term goals.

9.- How to achieve an effective organizational model?

In the system model, the organization is considered as an open system and its
effectiveness depends on the degree of optimal functioning of the system. The organization
To survive as a system, it must be able to meet three basic needs:
to respond the a needs of the external environment.
b) Use resources to produce yield and restore the system.
c) Perfecting the use of resources in the multiple decision-making environment.

Obj: 10. - Present the human resources policies, highlighting their influence on the
employee selection, training, performance evaluation, and labor relations
patronal in the effectiveness of the organization.

HUMAN RESOURCES POLICIES

When performing any task or activity, it is necessary to define guidelines or policies that will be
implemented in order for the work to be carried out in the best way and to achieve the
objectives that have been set in advance. Policies guide and outline the path for the
actions that will be carried out and help in the face of any obstacle that may arise.

Within an organization, policies are an administrative guideline to prevent

that workers perform tasks they do not wish to do, which would lead to not
they fully comply with all the functions that have been previously assigned. Furthermore,
they serve to achieve, as we said earlier, the business objectives and
individuals.
Likewise, the criteria by which the staff will be selected must be established.
what is needed and its quality patterns regarding both physical and
intellectuals, as well as the experience and development capacity, taking into account the total
of positions that exist within the organization. One must not forget, of course, the way
how to best integrate the new members and how to make them a
favorable environment.

There must be policies for the application of Human Resources where the requirements are determined.

basics of the workforce (intellectual, physical, etc.) for the proper execution of the
work in all positions within the organization. Criteria must also be defined
of planning, distribution, and internal transfer of personnel, to define the career plan
from each individual what will allow them to have new future possibilities to grow within
the company.

At this point, it is also important to determine how the quality of the

personal, through performance evaluation, determining in what way it is being
performing the work and its real efficiency and effectiveness.

Next, all indirect compensation plans that, as

we saw it in a previous article, it refers to social benefit programs more
suitable to the existing needs of each worker. Likewise, it is important
establish what will be done to maintain staff motivation and how a climate will be created
appropriate organizational.

Hygiene and safety are also factors of utmost importance in this third point.
since there must be efforts to ensure that there are favorable physical and environmental conditions for

to develop any work within the organization. It should not be forgotten to also ensure
for good communication and an excellent relationship with the union, if it exists
in the company.

The HR control where it will be determined how to maintain a database.

updated of all personnel, to carry out both qualitative and
quantitative data of the workforce when appropriate. It should not be overlooked, the way
how the policies that are being implemented and the processes that are being carried out will be evaluated

advancing related to the organization's HR.

As we saw earlier, not only are the goals or objectives important

a company without the policies that will be implemented. Implementing them in the best way will be
a big step towards achieving the benefit sought for both the employee and the organization
as a whole.
THE SELECTION?

Traditionally, the definition of personnel selection is defined as follows: to find the

the right man to fill a position appropriate at an appropriate cost.
But what is meant by 'adequate'? It is to take into account the needs of the
organization and in terms of developing their skills and potentials in the
since they must be performing their work, thus contributing to the
growth and the company's objectives.

Training is considered a short-term process in which a

planned, systematic, and organized procedure that encompasses a set of actions
educational and administrative aimed at change and improvement of knowledge,
skills and attitudes of the staff, in order to encourage better levels of performance
compatible with the demands of the position they hold, and therefore enables their
personal development, as well as business efficacy, efficiency, and effectiveness to which
It works.

Performance evaluation also requires having measurements of performance, which

they are the rating systems for each task. In order to be useful, the measurements
They must be easy to use, reliable, and qualify the essential elements that determine the
performance.

Objective performance measurements are those that can be verified by others. The
The number of square meters covered by a painter in their daily work constitutes a result.
objective and verifiable. Subjective measurements of performance are the non-grades
verifiable, what they can to consider oneselfopinions del evaluator.

2.- What is the selection, training, capacity building, and performance criteria of
human resources of the company.
Currently, the HR department is responsible for collecting resumes.
that meet the same requested experiences and once evaluated by that
department and depending on the position to be filled, it is sent to the Medical Management for its

after approval, if it is a position that does not require the approval of Management, the
The requesting department and/or management will evaluate jointly with the department of
HR said candidates.
Once the staff is selected, they receive training corresponding to their
activities to be carried out provided by the staff of the area. The training of the staff is
conducted through courses and forums.

Obj: 8.- manage the fundamentals of power, conflict, and negotiation, highlighting the
impact of power on organizational behavior, conflict in the environment
labor and negotiation as a structurer of work.

Power refers to the ability that A has to influence the behavior of B, in such a way
what B I acted of agreement with the wishes of A. (Page 396).

Conflict is a process that begins when one party perceives that another party has affected, or
it is about to negatively affect something that is important to the first party. (Pg. 434).

Labor conflict
It can be characterized as a clash that separates 2 people or groups that maintain
differences in criteria regarding certain issues. The conflict constitutes a
a fracture that breaks the necessary solidarity of those who make up a unit.

The various causes sometimes respond to reasons of an internal order whose objects, values,
traditions are not the same or oppose each other. They also occur in the economic order, of prestige
of command, in the ideological and not material plane.
Ideologically, management supports free market and a system of liberty.
absolute syndical; on the other hand, workers do not accept prerogatives of a character
dictatorial, they intend to participate in them.

The integration of the worker into the company and trade union action often generates conflicts.
The professional association is interested in the situation of workers in the activity for
which tends to obtain agreements of that nature that ensure a certain uniformity.

Employers are more concerned about the contract and the individual relationship. The conflict
labor is influenced by the social, many of its causes are of an extra-company nature,
ideological, frustrations in social life, uncertainty about the future, to which they are
add the causes of the work environment.

Conflict is an important part of the processes that take place in teams;

fact, it is considered inherent to them. Now, the conflict within a team has
place when tension arises between the members because "[...] one of the parties
It perceives that its interests are opposed to or negatively affected by the other party.
interests include values and other related phenomena such as objectives,
behaviors, attitudes, and possessions. Thus, the range of conflicts that affect
multicultural teams in organizations extend from the incompatibility of
goals to the differences in the interpretation of facts, passing through disagreements due to
behavioral expectations.

Negotiation is a process in which two or more parties exchange goods or services and
They are trying to agree on the exchange rate for her.

3.- What are the foundations of power, conflict, and negotiation in the field
labor?

The negotiation is very underdeveloped, because there is a direct participation of the

parties involved with the participation of the board of directors and the committee of the lopcimat.

Obj: 6.- Explain the communication process, highlighting its importance in the
effectiveness of any group or organization.

Communication is an inherent phenomenon of the group relationship of living beings.

means through which they obtain information about their environment and are able to
share it doing participants a others of that information.
Communication is a process of interaction between two (or more) people where
transmits information from a sender that is capable of encoding it in a code
defined up to a receiver that decodes the received information, all of that in a medium
physical means by which transmission is achieved, with a code in convention between sender and receiver,

and in a specific context. The communication process sender - message - receiver, is

bivalent return when the receiver manages to encode the message, interprets it and returns it to the
original sender, who will now become the receiver.

The communication process that takes place within a multicultural team

It also receives influences from the external attributes analyzed previously. In this
It is worth noting that the team leader plays a fundamental role as
facilitator of the communication dynamics that take place in it. In this way,
the leader must encourage everyone to express and share information about the work that
they develop by providing them with support and recognition, and at the same time, it will corroborate

that the relevant information transmitted within the team has been understood and assimilated
by all its members. Likewise, the structure affects communication through both
of autonomy as well as the size granted to the team. Thus, the greater the autonomy
the more the team has, the greater the need to share information and, therefore
so much, of communication within it. The size of the team, on the other hand, although
determines how communication is carried out does not delimit the information that is
share.

Communication process
When we say that the concept of communication refers to a process, we are referring to
a phenomenon that continues over time. Within this concept, it is included
then to expect a dynamic situation that is to say that the relationships that are established
they continuously transform into a permanent becoming. The components of a process
"interact" since each of the parts influences the others.

The theory of communication thus reflects a concept of process. It is not possible to accept that
the events and/or components can be separated from another fact or component.
It is not possible, therefore, to speak of the beginning or the end of communication or to determine
that a specific idea comes from a specific source because communication is
produce in only one way.

Only once we have the concept of communication well defined as a process

We can start the study of the different components that make up the process model.
of communication.

The components of communication

The purpose of the source needs to be expressed in the form of a message. The translation of the
ideas from the source in a message require the functions in encoders, assumed by the
sender of the process. In human communication, the coding functions can be
considered as a physical behavior since it involves physiological and motor actions
(intellectuals). In the case of mass messages, technologies are required.
specialized.
The source and the sender can often coincide, but in other cases they represent
completely different dimensions.

The message is the content expressed and the medium or channel is the vehicle through which it is conveyed.

the message. The decoding function is the reverse process that the sender will perform and is
assumed by the message receiver. Finally, the receiver, who is the one receiving, can
become a new sender by initiating the 'feedback' or system feedback
through which the dynamics of the process is confirmed.

IMPORTANCE OF COMMUNICATION

Communication between people is often almost impossible. The mistake lies in

how we express our ideas. We often accuse, attack, fight, do not
we ask about the causes of some behavior, but we have a preconceived idea and
We talked about her. We need to learn to communicate.

Thanks to communication, we can get to know people, since, through it

we can know everything they think, feel, and do. If people couldn't communicate, it would be
it's impossible to come to love, and living together wouldn't make sense, because to love
Someone we have to know, to know what they are like.

Barriers to communication

As we already know, dialogue is a wonderful thing that unites two beings. But,
unfortunately, sometimes reality is not like that, it is common for the couple to find themselves with

barriers or obstacles to communicate. These barriers can be the main reason for
his problems and his distancing.

The most common barriers can be caused by oneself, by both, or by

causes outside of both, such as economic concerns.

Communication obstacles are:

Lack of mutual knowledge.

The man or the woman must understand that the other is not the same as oneself. Each sex has a
way of being and thinking that distinguishes him from the other.
The woman is more sensitive and the man is colder, the woman pays a lot of attention to details and
the man gets to the point. When it comes to talking, these differences manifest, but if it
we take into account that it will be more difficult to understand the reactions and behavior of the

another.
It is necessary to know our partner, their tastes, goals, hobbies, interests, way of
act, way of thinking, and the only way to really do it is by being interested in their
things, asking him and talking to him about everything that happens to us personally. This way, they will achieve

to have confidence in each other and greater mutual support.

Tiredness:
Another common problem in communication is fatigue.
Let us not forget that time is gold, that it passes and does not return. We must make a
effort and take advantage of free time with the partner to talk calmly,
making your love grow.
Don't let tiredness create a barrier between the two of you. You will find greater relief and
calmly conversing amiably with the partner, who without speaking.
Having few common interests between a couple is also a barrier to
to dialogue.
Also, let's not forget that each person is unique and different from all others, so
so too are their interests personal. However, because of the fact that those
interests may be different we should not stop talking about it with our partner, since
we can create a liking for them.

Not knowing how to listen:

Many people, if not almost all, have the flaw of not knowing how to listen, which
causes strong fights and disagreements between the couple

If this is our case, we can learn to listen and make the other listen to us.
The key is respect.
 Now that we have pointed out some of the most common obstacles for the
couple communication, you will notice that everything has a solution. The things of life
daily, although they may seem unimportant, it is essential to share them, if not
Talk now, later the communication will be worse and there will be greater distance.

There are rules for dialogue, which can help solve many of
problems, or to improve and grow the relationship more. If they continue
these rules, we will be able to relate not only with our partner, but with all those who
surround us.

4.- What are the communication mechanisms between any group in the company
and with other organizations?

The communication mechanism with other departments is effective and they communicate by
internal emails, memorandum and via phone, and with other companies the communication is
effective, they communicate by email and by phone,

5.- How effective are the management mechanisms?

The management mechanisms are like how information flows in medical management, there is no
A restriction on the public for communication with the director is quite effective.

Obj: 5.- Find the foundations that allow understanding the functioning of the groups and
the formation of effective teams, highlighting their influence on decision making
decisions.

Decision making is a process in which one chooses between two or more alternatives.
Each and every one of us spends every day and hour of our life
having to make decisions. Some decisions have a relative importance in the
development of our life, while others are gravitating in it.
 Decision-making in an organization is limited to an entire collective of
people who are supporting the same project. We must start by doing a
decision making, and this selection is one of great significance in the
work of the command.

Decision-making involves identifying and choosing alternative solutions that

lead to a desired state. Generally, the process begins with the formulation of
a problem and concludes when a solution has been reached. Now, the quality of the
the decision made is an important aspect because it affects opportunities
the careers of the individuals involved and contributes to the success or failure of the team and/or of the

organization.

The group decision-making process, that is, participatory, provides a greater

set of knowledge and perspectives, generates a greater understanding of the
decisions made, increases the acceptance of the decision by the people who
they adopt it, and it is considered a good way to train individuals in decision making
of decisions. However, not everything is an advantage in the decision-making process that takes place in

the teams' strengths, there are also notable disadvantages that accompany them such as
the pressures exerted by a few to achieve conformity and thus suppress
possible sparks of creativity, the mastery of the process by a few
participants or the emergence and strengthening of group thinking.

GROUP OR TEAM

Communication does not necessarily have to have a directionality. Directionality

in communication is one of the most relevant characteristics in the greatest amount of
interactions.
Communication does not necessarily aim to establish a dialogue in search of
consensus. Except in very specific cases, communication is oriented towards dialogues in
search for consensus.
Its constitution is not oriented towards achieving measurable results. It is established for the achievement

of measurable results.

The sense of belonging (with reference to oneself and to other groups) can be very
low or high. Depending on the capability of the type of equipment being analyzed, if possible, it
stimulates the feeling of belonging. Fosters integration and outcome orientation.

The relevance in relation to the task may be low. The style of intervention of
The coordinator can either promote its development or not. The relevance in relation to the task.
It must be elevated. The team is formed and has its meaning through and in the task.

Individual specialization is not a determining factor for the group's task.

In certain cases, the heterogeneity of the members is stimulated. Specialization
individual and co-specialization in teams is a key factor for carrying out the task and
increase team productivity.

I understand consensus as that aspect of team development related to a certain

method, a certain decision-making process.

In societies marked by authoritarian cultures and permeated by capitalism

wild, it is not easy for team members to incorporate more methods.
management democracies such as consensus.

The consensus method is obviously different from other types of sampling methods.
decisions.

Another type of decision would be:

Individual decisions or decisions by vote are made by majority.
While in teamwork the leader has to make individual decisions for them
the nature of their function, certain decisions also have to be delegated to
certain individuals, the best way to make decisions (when time and
the situation allows it) is the consensus.

In the process and the act of decision-making through consensus, the members of
team feels:

That their opinions are taken into account.

They are the protagonists of their own task.
They can participate more openly in the communication channels.

Greater commitment to fulfill what has been decided. Motivation for management.

From the diversity of opinions, we can learn. Learn the richness of diversity.
Learning the difficulties of accepting the opinions of others. Learning to defend the
personal opinions, etc.

Steps in the decision-making process

a. Determine the need for a decision:

The decision-making process begins with the recognition of the need to make
a decision, it itself generates a problem or a disparity between a certain desired state
and the real condition of the moment.

b. Identify the decision criteria:

Once the need to make a decision is determined, the criteria must be identified.
that are important for it. Let's consider an example.
A person is considering purchasing a car, the decision-making criteria of a buyer
typical will be: price, model, two or more doors, national or imported size, equipment
optional, color, etc. These criteria reflect what the buyer thinks is relevant.
There are people for whom it is irrelevant whether it is new or used; what matters is that
meets its brand, size, image, etc. expectations, and is within the
budget they have available. For the other buyer, what is really important is that it is
new, disregarding size, brand, prestige, etc.

c. Assign weight to the criteria:

The criteria listed in the previous step are not of great importance. It is necessary
weigh each of them and prioritize their importance in the decision.

When the car buyer begins to weigh the criteria, they prioritize what
due to its importance completely conditions the decision: price and size. If the vehicle
chosen has the other criteria (color, door, optional equipment, etc.), but exceeds the
the amount available for its acquisition or is smaller than what is required by the
use to be given, then we find that the other criteria are relevant
based on others of transcendent importance.

d. Develop all the alternatives:

It is the basis of decision-making and is nothing more than deploying the alternatives. The decision-maker

From the decision, a list of all possible alternatives must be drawn up and that
they could be used to solve the problem.

e. Evaluate the alternatives:

Once the alternatives have been identified, the decision maker must evaluate them.
critically each of them. The advantages and disadvantages of each alternative result
evident when they are purchased. The evaluation of each alternative is carried out by analyzing it
regarding the weighted criterion.
f. Select the best alternative (Decision Making):
Once the best alternative is selected, the process of decision-making comes to an end.
decisions, in the rational process, this selection is quite simple. The decision maker
decisions only have to choose the alternative that had the highest rating in the step
number five. The example would yield us the purchase of a Mercedes, with
minimal differences with other brands.

The decision-maker must be completely objective and logical when making decisions.
that having a clear goal and all the actions in the decision-making process lead to
consistently selecting those alternatives that will maximize the goal.
Decision making under conditions of certainty, uncertainty, and risk
Practically all decisions are made in an environment of some uncertainty. Without
embargo, the degree varies from a relative certainty to a great uncertainty. In decision-making
There are certain implicit risks in decisions.

In a situation where there is certainty, people are reasonably sure about it.
What will happen when they make a decision, they have information that is considered
reliable and the cause and effect relationships are known.

On the other hand, in a situation of uncertainty, people only have a database.

very deficient. They do not know if these are reliable or not and have a lot of insecurity about the
possible changes that the situation may undergo. Furthermore, they cannot assess the
interactions of different variables, for example, a company that decides to expand its
operations in another country may know little about the culture, the laws, the economic environment
and the policies of that nation. The political situation is often so volatile that not even the
experts can predict a possible change in them.

In a risky situation, there may be information based on facts, but the

the same may be incomplete. To improve decision-making, it can be estimated the
objective probabilities of an outcome, by using, for example, mathematical models. By
Another part can use subjective probability, based on judgment and experience.
Fortunately, there are several tools that help administrators to
make more effective decisions.

6.- Where does the decision-making of the authority lie, taking?

It is from the board of directors.

9.- Use the components of the structure, design, and work technology,
considering suspicious
effects in the members of the organization.

Organizational structure and process

Structure comes from 'Struere' which means to build. It refers to construction as

support or foundation of systems of all kinds in which parts, elements are interrelated
ideas or symbols. An organizational structure, considered in its entirety, includes
both a formal structure and a real structure.

Provide the framework around which administrative functions are interrelated.

more detailed. It can be in written form and public or not, but it always expresses 'Functions,
activities, tasks, and mutual action processes that are to take place between their
members. Define job specialties and lines of communication.

In organizations, the acts and interactions of the participants acquire a certain

stability through the establishment of roles, norms, and values. Such phenomenon
underlies the idea of formalization and structure as a means of achieving prediction and
rationality in organizational behavior 'Design of structures'.

Structures can vary considerably depending on the decisions that the

addressed regarding the division of activities, tasks, and departments and the
delegation of authority. Activities and tasks can be more or less specialized, the
relatively centralized or decentralized authority, the work grouped by
departments based on different circumstances and sizes. Modern theory of the
Administration is based on the principle that there is no structure that is the best,
but rather it varies according to the situation; for this reason, the challenge for management is
we find in the design of adequate structures.

Any formal structure implies a structure of objectives and decisions, a structure

of activities, a distribution of resources, and a communication network, and it is the result of
the delegation of operations - departmentalization - and of decisions - decentralization -.

The formal structure establishes sets of prescriptions and expectations regarding

who are the members of the organization that are responsible for certain
actions and decisions; establishes a structure of sub-goals or targets that will serve as
selection criteria in the different areas or parts of the organization and will establish
discreet investigation responsibilities in the particular units of it for
to scrutinize specific parts of the environment, as well as to report on events
that require attention towards the appropriate decision points.

INFORMAL STRUCTURE AND REAL STRUCTURE

There is also what is called STRUCTURE within organizations.

INFORMAL refers to the web of relationships among people who share one or more.
work processes within the organization. In this sense, the informal structure
understands aspects related to -or that have to do with- values, interests, feelings,
affects, leadership, and the entire range of human relations that cannot be determined
not by any prior design; they are the result of human interaction and play
personalities, groups, etc. According to Fulmer (cited work), the informal is characterized by
a collective activity that is not specifically oriented towards defined objectives
of the group. THE TOTAL STRUCTURE INCLUDES THE FORMAL AND THE INFORMAL.
Then, the actual relational processes do not completely follow the lines of interaction.
arising from the formal but intertwined with informal relationships forming
a transparent pattern that can become opaque.

WORK ORGANIZATION PROCESS

Important: Organization also means: Action and effect of organizing an activity,

an action, work, etc. This concept of organization should not be confused with
activity organized with the concept of organization as an entity or human group with
special characteristics, etc.

The purpose of the organizing function is to achieve a coordinated effort through ...
design of a structure of relationships between tasks and authority. The two concepts
keys are design and structure. Design is the prior determination of the way in which
employees work while structure refers to the relationships and more aspects
less stable of the organization. In the process of organizing, the whole is broken down into
an activity in individual work along with the delegated authority so that these are
they carry out and can meet later in departments or units of size
optimal, in accordance with certain appropriate bases. This function includes dividing the activities
in each of its parts, delegate authority, determine the appropriate areas for the
division into departments and decide the optimal number of jobs in a department
particular. The 4 key decisions of the organizing function are the appropriate determination
from job specialization, the delegation of authority in jobs, bases or
criteria for assigning or designating jobs to departments and the size of departments
specific. The structure takes a specific form depending on the response of the
management of each of these decisions.

Organizing is a basic human activity that allows individuals to work on

set to achieve individual and collective or organizational objectives. This is
present in all types of organizations; that is why every organization has a formal structure
take advantage of socially prescribed forms of administrative authority, 2)
It reflects the physical and social environment of the organization, 3) It has staff whose
skills are well associated with the responsibilities of your position and 4) Allows
coordinate activities to achieve objectives. In bureaucracies, activities to
achieve objectives. 1) They are constant and officially assigned, 2) They are controlled by a
hierarchical authority chain, 3) They have a system of abstract rules that ensures
that all operations be treated equally and 4) Bureaucratic officials and the
agents remain emotionally uninvolved as they carry out their duties
formal. However, there are negative aspects in bureaucracies and in the structures
formal complaints including grievances regarding bureaucrats and disinterested agents,
nonsensical regulations and other dysfunctions.

Individuals and organizations have learned that bureaucracy can be good in

moderation.

7.- To what extent will there be rules and regulations that guide employees and
managers?

There are rules and procedures, and the renewal of is currently being implemented.
the quality policy which regulates each department.

8.- Is there a management system?

The quality management system of ISO 9000 was implemented, the review process of
each of the rules for updating a new audit request.
 CONCLUSIONS AND RECOMMENDATIONS

Once the organizational model of a service company has been developed, explaining what it is
the impact on employee behavior and based on the situation found;
It was observed that teamwork is not adequate, it is worth mentioning that
in some Departments the work environment is acceptable.
 RECOMMENDATIONS.

Serve the public more courteously

Develop a plan for the collections area to the clients.
Train the staff more so that they can solve any doubts themselves.
emergency, if your immediate supervisor is not.
Conduct more courses on customer service.
 BIBLIOGRAPHY
Organizational Behavior
Mexico City, 1999

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