PERCEPCIÓN DE LOS ESTUDIANTES DE LA FACULTAD DE CIENCIAS INTEGRADAS DEL CHACO SOBRE LA GESTIÓN EMPRESARIAL EN LAS EMPRESAS DE YACUIBA

La gestión empresarial es importante para una empresa, radica en planes estratégicos y tener buenos resultados a futuro para mejorar la competitividad y productividad. El éxito de las empresas se debe a un buen sistema de gestión empresarial y el fracaso empresarial conlleva a disminuir la productividad y las ventas. Las estrategias deben ser bien elaboradas dentro una planificación empresarial, para proyectar y dirigir, donde una misión, visión, valores y principios, serán parte de un camino a futuro y minimizar el riesgo, pero se debe fijar y programar metas y objetivos a nivel estratégico. Se debe tener la capacidad de organizar para asignar y coordinar diferentes tareas, definiendo quién, cómo y cuándo se van a ejecutar; implica establecer objetivos determinados para priorizar tareas. Una estructura organizacional adecuada beneficia para establecer la cantidad de talento humano necesario para llevar a cabo las funciones, delimitar responsabilidades y definir encargados de áreas o procesos. La representatividad tomando en cuenta las capacidades, el desarrollo, conocimiento, habilidades, destrezas, experiencias y liderazgo, para alcanzar los objetivos y metas que asistan a satisfacer necesidades y tener una productividad óptima. Por último, para realizar un control de gestión, se debe obtener la información necesaria y mejorar la toma de decisiones y la dirección de la empresa.PALABRAS CLAVESGestión, Gestión empresarial, Empresa, Planificación, Organización, Liderazgo, Personal, Control ABSTRACTBusiness management is important for a company, it lies in strategic plans and having good future results to improve competitiveness and productivity. The success of companies is due to a good business management system and business failure leads to lower productivity and sales. Strategies must be well developed within a business planning, to project and direct, where a mission, vision, values and principles will be part of a future path and minimize risk, but goals and objectives must be set and programmed at a strategic level. . You must have the ability to organize to assign and coordinate different tasks, defining who, how and when they will be executed; It involves setting specific goals to prioritize tasks. An adequate organizational structure benefits to establish the amount of human talent necessary to carry out the functions, delimit responsibilities and define managers of areas or processes. The representativeness taking into account the capacities, development, knowledge, abilities, skills, experiences and leadership, to achieve the objectives and goals that assist in satisfying needs and having optimal productivity. Finally, in order to carry out a management control, the necessary information must be obtained and the decision-making and management of the company must be improved.KEYWORDSManagement, Business management, Company, Planning, Organization, Leadership, Personnel, Control

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Managing an Enterprise and Ethical Dilemmas in Accountancy

Olsztyn Economic Journal ◽

10.31648/oej.3171 ◽

2014 ◽

Vol 9 (2) ◽

pp. 141-151

Author(s):

Jolanta Wiśniewska

Keyword(s):

High Risk ◽

Ethical Dilemmas ◽

Business Management ◽

Relevant Information ◽

Necessary Condition ◽

Accounting System ◽

Quality Of Information ◽

Economic Entity ◽

A Company

The purpose of this article is to present the correlation between management of an economic entity and the development of ethical accounting dilemmas in the era of high-risk business. In the globalisation era and recurring economic crises, realisation of the objectives of a company takes place under high risk conditions. It is therefore necessary to use a proper management system. The necessary condition for making all decisions is to have relevant information. The value and relevance of these decisions depend on the quality of information which they have been based on. Lack of ethics in accounting has a direct impact on the company's management, which is based on information generated by the accounting system of the company. Ethical dilemmas arising in accounting are also ethical dilemmas arising in the process of business management.

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Planning budgets and their impact on management function and performance measurement in banks: الموازنات التخطيطية وأثرها على وظيفة الإدارة وقياس الأداء في البنوك

المجلة العربية للعلوم ونشر الأبحاث مجلة العلوم الاقتصادية والإدارية والقانونية ◽

10.26389/ajsrp.t110817 ◽

2017 ◽

Vol 1 (7) ◽

Author(s):

‏‏‏‏‏‏‏‏‏‏‏ Tayseer Ali Khalaf Al Momani

Keyword(s):

Performance Measurement ◽

Management Control ◽

Administrative Efficiency ◽

Strategic Plans ◽

Management Function ◽

And Performance ◽

Management Functions ◽

General Tool ◽

Future Plans

- This research is conducted to identify the measurement of planning budgets and their impact on management function and performance measurement in banks, as well as their impact on various management functions, including long-term planning, with performance measurement. The study found that there is an effect on the use of planning budgets in Jordanian commercial banks by increasing the administrative efficiency and achieving the competitiveness of the bank. The planning budgets contribute to the interpretation of the budget of the bank. Strategic plans, optimal utilization of resources, increased profitability and long-term planning. Budgets reflected the future plans of the banks' general budgets and contributed to timely management decisions. There is also an impact on the process of performance measurement as the budget is a general tool for improving the efficiency of management. It also reflects the expectations of senior management and management control. The bank, which found a contribution in interpreting deviations, has a role in supervising the performance of employees.

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BSC-Based Framework for E-Business Strategy

Electronic Commerce ◽

10.4018/978-1-59904-943-4.ch044 ◽

2011 ◽

pp. 536-547

Author(s):

Fen Wang ◽

Guisseppi Forgionne

Keyword(s):

Business Strategy ◽

Business Models ◽

Business Management ◽

Management Control ◽

Strategy Development ◽

Business Climate ◽

Business Decisions ◽

The Balanced Scorecard ◽

New Business ◽

And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

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How can Manufacturing Human Factors Help save a Company: Intervention at High and Low Levels

Proceedings of the Human Factors Society Annual Meeting ◽

10.1177/154193128903301113 ◽

1989 ◽

Vol 33 (11) ◽

pp. 687-689 ◽

Cited By ~ 3

Author(s):

C.G. Drury ◽

B.M. Kleiner ◽

J. Zahorjan

Keyword(s):

Human Factors ◽

Case Studies ◽

Successful Outcome ◽

Careful Examination ◽

Project Approach ◽

Strategic Objectives ◽

Strategic Plans ◽

Strategic Approach ◽

Low Levels ◽

A Company

Now that manufacturing has become a respectable topic in industry, an obvious question is how human factors/ergonomics can contribute to the improvement of manufacturing. The traditional route for ergonomics intervention has been a Project route, with a set of objectives agreed between the human factors engineer and people within the company. Projects, however, do not ask the question of whether human factors intervention is likely to have an impact on the company's strategic objectives, for example, remaining in the manufacturing of a particular product. Case studies in a variety of industries are used to contrast the project approach with a more strategic approach. It is concluded that the project may represent sub-optimization in that a successful outcome of the project may have no impact upon company survival without a careful examination of the strategic plans of the company.

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Percepción de la justicia organizacional de los empleados de la Universidad Técnica de Machala // Perception of the organizational justice of Universidad Técnica de Machala employees

Ciencia Unemi ◽

10.29076/issn.2528-7737vol10iss23.2017pp70-79p ◽

2017 ◽

Vol 10 (23) ◽

pp. 70

Author(s):

César Quezada Abad

Keyword(s):

Decision Making ◽

Organizational Justice ◽

Research Methodology ◽

Statistical Test ◽

High Confidence ◽

Administrative Management ◽

Statistical Verification ◽

Toma De Decisiones ◽

A Company

Justicia organizacional conlleva a entender cómo los trabajadores de una empresa aprecian la toma de decisiones de los mandos directivos en la administración de una empresa. En torno a este aspecto, este trabajo tiene por objetivo establecer la percepción de la justicia organizacional de los empleados en la Universidad Técnica de Machala (UTMACH), Ecuador. Para cumplir con el propósito propuesto, se encuestaron 400 servidores de la UTMACH, teniendo como metodología de investigación el estadístico-descriptivo y exploratorio. La prueba estadística de Cronbach arrojó un alfa de 0,939, lo que significa una elevada confianza en los datos recopilados. De acuerdo con los resultados, se concluye que la percepción del talento humano difiere en cada una de las fases de la gestión administrativa, debido a que en algunos casos la comprobación estadística corroboró el hecho de que la percepción era favorable y en otros casos no generaba ningún efecto. En las fases de organización y de planificación existe cierto nivel de incidencia, sin embargo prácticamente es incipiente; es decir, el talento humano no manifiesta mayor interés ante los cambios suscitados. En cuanto a la fase de dirección, el patrón se repite de modo similar a la planificación, en vista de que la apreciación de los empleados cambia ante una modificación de las políticas aplicadas por el líder. En lo que respecta al control, no existe incidencia en la percepción del talento humano.ABSTRACTOrganizational justice entails understanding how the employees of a company appreciate the decision-making of managers in the management of a company. Regarding this aspect, this paper aims to establish the perception of organizational justice of employees at the Universidad Técnica de Machala (UTMACH), Ecuador. In order to fulfill the proposed purpose, 400 servers of the UTMACH were surveyed, having the statistical-descriptive and exploratory as research methodology. Cronbach's statistical test yielded an alpha of 0.939, which means a high confidence in the data collected. According to the results, it is concluded that the perception of human talent differs in each of the phases of administrative management, because in some cases the statistical verification corroborated the fact that the perception was favorable and in other cases did not generate any effect. There is a certain level of incidence in the organization and planning phases, but it is practically incipient; that is, human talent shows no greater interest in the changes. As for the management phase, the pattern is repeated in a similar way to the planning, since the appreciation of the employees changes before a modification of the policies applied by the leader. As far as control is concerned, there is no impact on the perception of human talent.

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LINEAMIENTOS PARA UN PLAN DE GESTIÓN INTEGRAL EN EL MANEJO SOSTENIBLE, ADMINISTRACIÓN Y PROTECCIÓN DEL RECURSO HÍDRICO, EN EL ESPACIO COSTERO EL COCO, PENÍNSULA DE NICOYA, COSTA RICA

Revista Geográfica de América Central ◽

10.15359/rgac.2-55.4 ◽

2016 ◽

Vol 2 (55) ◽

pp. 95

Author(s):

Lidia Orias-Arguedas

Keyword(s):

Costa Rica ◽

Water Resources ◽

Urban Space ◽

Sustainable Management ◽

Management Control ◽

Central American ◽

Institutional Management ◽

Comprehensive Plan ◽

Toma De Decisiones ◽

Coastal Space

El presente documento constituye la continuación del artículo denominado: La expansión del espacio costero El Coco y su relación con la vulnerabilidad a la contaminación del recurso hídrico, Península de Nicoya, Costa Rica, presentado en la Revista Geográfica de América Central, Número Nº 50, I Semestre 2013. Se problematiza las condiciones del recurso hídrico en el espacio costero El Coco, según factores, categorías, indicadores de impacto, rangos de vulnerabilidad y actores involucrados en toma de decisiones para la gestión. La propuesta articula en la figura de un Plan de gestión integral en el manejo sostenible, administración y protección del recurso hídrico, dos programas con directrices y estrategias. El primero, referente al manejo sostenible, sistemas de control y gestión administrativa del recurso hídrico y el segundo programa, desarrolla la importancia de un proyecto que permita la reforma de la legislación en materia del recurso hídrico en espacios costeros y la gestión institucional pública. GUIDELINES FOR A COMPREHENSIVE PLAN ON SUSTAINABLE MANAGEMENT , MANAGEMENT AND PROTECTION OF WATER RESOURCES, COASTAL SPACE IN EL COCO, NICOYA PENINSULA, COSTA RICA ABSTRACT This document is the continuation of the article entitled: “The Expansion of El Coco Coastal Urban Space and Its Relationship with Vulnerability to Pollution of Water Resources, Nicoya Peninsula, Costa Rica,” included in the Central American Geographic Magazine, Issue No.50, I Semester 2013. The conditions of water resources in El Coco urban coastal space are questioned depending on factors, categories, impact indicators, vulnerability ranges, and those involved in the decision-making process. The proposal seeks to articulate, in the figure of a Comprehensive Plan of Water Resources Management, two programs with guidelines and strategies. The first one refers to sustainable management, control systems, and administrative management of water resources. The second program refers to the importance of developing a project to amend the legislation on water resources in coastal areas and public institutional management.

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FAKTOR-FAKTOR YANG MEMPENGARUHI KEGAGALAN USAHA

ISLAMICONOMIC Jurnal Ekonomi Islam ◽

10.32678/ijei.v6i1.29 ◽

2015 ◽

Vol 6 (1) ◽

Author(s):

MUKHLISHOTUL JANNAH

Keyword(s):

Financial Crisis ◽

Natural Disasters ◽

Economic Crisis ◽

Global Financial Crisis ◽

External Factors ◽

Business Failure ◽

Economic Factors ◽

Macroeconomic Conditions ◽

Financial Difficulties ◽

A Company

Abstract. The Factors of Business Failure. The changes in macroeconomic conditions may affect the survival of a company. There are many companies which struck a snag financially when economic crisis on middle year 1997, and some of them into bankruptcy. On the year end of 2008, global financial crisis at various states caused on company viability. The viability of a company not only based on the external factors, but also caused by internal company management. An enterprise is not always good developed as expected but in practice many companies have failed on business. Business failure is not limited to one industry or a particular company, but can be experienced by all industries or companies. There are various factors can cause business failure, such as economic factors, management fault, and natural disasters. The failure of companies will have an impact on the company's financial difficulties. There are many factors that lead the companies into financial difficulties, but most of factor either directly or indirectly is due to management errors happen repeatedly. Lastly, the accumulation of management incompetence in managing the company that finally resulted in the failure of company.Abstrak. Faktor-Faktor Yang Mempengaruhi Kegagalan Usaha. Perubahan kondisi ekonomi makro dapat mempengaruhi kelangsungan hidup suatu perusahaan. Ketika terjadi krisis ekonomi pada pertengahan tahun 1997, banyak perusahaan yang mengalami kesulitan keuangan dan bahkan beberapa diantaranya mengalami kebangkrutan. Krisis keuangan global yang terjadi pada akhir tahun 2008 pun berdampak pada kelangsungan hidup perusahaan diberbagai negara. Kelangsungan hidup suatu perusahaan tidak hanya dipengaruhi oleh kondisi di luar perusahaan, tetapi juga oleh pengelolaan perusahaan yang kurang baik. Suatu perusahaan tidak selalu berkembang dengan baik sebagaimana diharapkan. Dalam praktik, banyak perusahaan yang mengalami kegagalan. Kegagalan bisnis tidak terbatas pada satu industri atau perusahaan tertentu, tapi dapat dialami oleh semua industri atau perusahaan. Ada berbagai faktor yang dapat menyebabkan perusahaan mengalami kegagalan, diantaranya adalah faktor ekonomi, kesalahan manajemen, dan bencana alam. Perusahaan yang mengalami kegagalan dalam operasinya akan berdampak pada kesulitan keuangan perusahaan. Ada banyak faktor yang mengakibatkan perusahaan mengalami kesulitan keuangan, tapi kebanyakan penyebabnya, baik langsung atau tidak langsung adalah karena kesalahan manajemen yang terjadi berulang-ulang. Akumulasi ketidakmampuan manajemen dalam mengelola perusahaan inilah yang akhirnya mengakibatkan kegagalan perusahaan.

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Study Eksperimen: Pengaruh Gaya Kepemimpinan Terhadap Psychological Safety

Muhammadiyah Riau Accounting and Business Journal ◽

10.37859/mrabj.v1i1.1613 ◽

2019 ◽

Vol 1 (1) ◽

pp. 046-053

Author(s):

SITI RODIAH ◽

Agustiawan Agustiawan

Keyword(s):

Control Systems ◽

Psychological Safety ◽

Management Control ◽

Management Control Systems ◽

Accounting Students ◽

Intellectual Stimulation ◽

Inspirational Motivation ◽

Fear And Anxiety ◽

The University ◽

A Company

This study aims to compare the two leadership styles, namely transformational (intellectual stimulation and inspirational motivation) and transactional (contingency reward and MBE Active) in influencing psychological safety by using a 2 x 2 experimental design beetwen subject. The sample in this study were accounting students of the University of Muhammadiyah Riau force 2016 who took courses in management accounting and management control systems. Based on the results of hypothesis testing conducted using an independent sample t-test, it was found that managers who have superiors who have intellectual stimulation and contingency reward will be free to express their problems to superiors (psychological safety) compared to managers who have superiors with an inspirational motivation and MBE Active style. The results of this study are expected to improve the psychological safety of managers and all staff employees in a company to express their problems without fear and anxiety so that the company's goals can be achieved.

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Sentiment Analysis Berbasis Algoritma Naïve Bayes Classsifier untuk Identifikasi Persepsi Masyarakat Terhadap Produk / Layanan Perusahaan

JOINS (Journal of Information System) ◽

10.33633/joins.v5i1.3608 ◽

2020 ◽

Vol 5 (1) ◽

pp. 126-135

Author(s):

Affandy Affandy ◽

Oktania Nandiyati

Keyword(s):

Sentiment Analysis ◽

Naive Bayes ◽

Naïve Bayes ◽

Training Data ◽

Bayes Classifier ◽

Use Of Data ◽

Strategic Plans ◽

Good Classification ◽

Calculation Results ◽

A Company

Twitter is the most popular microblogging service in Indonesia, with nearly 23 million users. In the era of big data such as the current tweets from customers, observers, potential consumers, or the community of users of products or services of a company will greatly help companies in knowing the industrial and consumer landscape, so as to determine strategic plans that will contribute to the company's growth. However, the use of data from social media such as Twitter is hampered by a number of technical difficulties in the process of collecting, processing, and analysing. Specifically, this research applies the Naïve Bayes Classifier algorithm in the process of sentiment analysis of tweets data into a prototype application that is intended to make it easier for companies / organizations to know people's perceptions of their products or services. The NBC algorithm was chosen because this algorithm is able to do a good classification even though it uses small training data, but has high accuracy and process speed for handling large training data. From the evaluation results found a prototype running well where the keywords entered will trigger the Twitter API to crawl the data then the mining process can be monitored at each stage and at the end of the process, the system will show the final sentiment level values and the representation of the calculation results log in a chart form over a certain period of time.

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MODELO MATEMáTICO DE LA GESTIóN DE LA ESTRATEGIA

Revista ECIPeru ◽

10.33017/reveciperu2010.0013/ ◽

2019 ◽

pp. 89-96

Keyword(s):

Mathematical Model ◽

Competitive Advantage ◽

Customer Value ◽

Strategy Management ◽

Theoretical Base ◽

Palabras Clave ◽

Starting Point ◽

Toma De Decisiones ◽

A Company ◽

Development Objective

MODELO MATEMáTICO DE LA GESTIóN DE LA ESTRATEGIA mATHEmATICAL mODEL OF STRATEGy mANAGEmENT Saulo Murillo C. Universidad Católica Santo Toribio de Mogrovejo, Facultad de Ingeniería, Chiclayo, Perú DOI: https://doi.org/10.33017/RevECIPeru2010.0013/ RESUMEN El presenta trabajo muestra los últimos aportes teóricos en el área de competencia y estrategia los cuales han sido expresados mediante un modelo matemático. Tomando como punto de partida la teoría sobre toma de decisiones, a fin de que pueda emplearse para investigaciones empíricas. El objetivo del desarrollo del modelo es explicar los posibles resultados de la gestión estratégica de una empresa, teniendo como base teórica la teoría de la competencia y estrategia. Finalmente, con ayuda del modelo se concluye que la ventaja competitiva no consiste característica explotable, sino que es resultado del despliegue de competencias que son imperativas para el mejor desempeño y del negocio; entendido este último como la oferta de atributos de valor al cliente. En ese sentido, la ventaja competitiva consiste en una condición extrínseca en relación a con otros competidores. Además, se considera que la cualidad que permite a una empresa obtener mejores rendimientos es la competencia distintiva, cuyo valor se evalúa en la operación de la empresa. Palabras clave: estrategia competitiva, ventaja competitiva, modelo matemático. ABSTRACT This work shows recent theoretical contributions in the area of competition and strategy which have been expressed by a mathematical model. Taking as its starting point the theory of decision making, so that may be used for empirical research. The development objective of the model is to explain the possible outcomes of the strategic management of a firm, having as theoretical base the theory of competition and strategy. Finally, using the model it is concluded that competitive advantage is not exploitable feature, but is the result of the deployment of skills that are imperative for the best performance and business, understanding the latter as the supply of attributes of customer value. In this sense, competitive advantage is a condition with extrinsic in relation to other competitors. Furthermore, it is considered that the quality that enables a company to get better returns is the distinctive competence, whose value is evaluated in the operation of the company. Keywords: competitive strategy, competitive advantage, mathematical model.

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