36111652
Description
MANAGERIAL GAME
- DECISIONS STRATEGIC
- Recognizes the main steps to make a good
decision, having consider the various
options strategies in organizations
- Mechanisms that create value
- Capital budget
Finance strategies
- Capital budget
Finance strategies
- Tools for decision
making
- Its objective is to respond to the demands of the
competitive environment by carefully examining
critique the environment to identify opportunities
external and build internal capacities
- The strategic management approach will contribute to
definitive way to assess the environment, the competition,
government regulations, developments technological as
critical variables to ensure the business survival
- For which some elements
that constitute it
- Organizational diagnosis
- Context factors external to
the organizations: Economic,
political and legal
technological and social.
- Internal factors to the organizations:
Structure organization, technology,
competitive advantages, systems of
information, human talent, products
and services.
- Context factors external to
the organizations: Economic,
political and legal
technological and social.
- Management
philosophy of
companies
- Offers the possibility of adapting to
markets changing and trace their course
where they converge a series of steps
that make it possible to determine
representative elements of the internal
environment of the organization
- Mission, vision,
objectives, policies
and values.
- Mission, vision,
objectives, policies
and values.
- Offers the possibility of adapting to
markets changing and trace their course
where they converge a series of steps
that make it possible to determine
representative elements of the internal
environment of the organization
- Addressing
strategic
- Formulation of the purposes and
purposes that point to the durability,
sustainability and growth of an
organization in three stages: Analysis,
choice- decision and action.
- Formulation of the purposes and
purposes that point to the durability,
sustainability and growth of an
organization in three stages: Analysis,
choice- decision and action.
- Evaluation
strategic
- Performance measurement,
evaluation of the performance
and taking decisions/actions
corrective.
- Performance measurement,
evaluation of the performance
and taking decisions/actions
corrective.
- Organizational diagnosis
- For which some elements
that constitute it
- The strategic management approach will contribute to
definitive way to assess the environment, the competition,
government regulations, developments technological as
critical variables to ensure the business survival
- Its objective is to respond to the demands of the
competitive environment by carefully examining
critique the environment to identify opportunities
external and build internal capacities
- Decision making to
short and long term
- Delving into the diagnosis of liquidity,
cash management, the treasury
budget, the diagnosis of profitability
and decision of investment decisions.
- Delving into the diagnosis of liquidity,
cash management, the treasury
budget, the diagnosis of profitability
and decision of investment decisions.
- Assessment
financial indicators
- Working gross margin, margin
operating, net margin,
profitability of assets and
return on equity.
- Working gross margin, margin
operating, net margin,
profitability of assets and
return on equity.
- Decision making In
the organization
- Viewing elements of a problem decision,
what is to decide, the effectiveness in the
decisions, methodology to make decisions,
structuring decisions, criteria for deciding
and the decision motivation.
- Viewing elements of a problem decision,
what is to decide, the effectiveness in the
decisions, methodology to make decisions,
structuring decisions, criteria for deciding
and the decision motivation.
- Mechanisms that create value
- Recognizes the main steps to make a good
decision, having consider the various
options strategies in organizations
- TOOLS OF BUSINESS
MANAGEMENT
- Allows recognition and use of
some of the main tools
management in organizations
- Benchmarking
- Tool applied as competitive strategy
for microenterprises, which allows
know the errors and correct them as
well how to improve successes to
achieve sustained growth
- There the competitors are
analyzed in depth to
understand strategies and
best practices using to
attract customers.
- There the competitors are
analyzed in depth to
understand strategies and
best practices using to
attract customers.
- Tool applied as competitive strategy
for microenterprises, which allows
know the errors and correct them as
well how to improve successes to
achieve sustained growth
- Downsizing
- Is associated with greater
frequency to reduction of
personnel, consists of reduce
the costs of company, as well
as scale of your operation.
- Reasons they can give
lead to reductions in
personal
- Financial difficulties,
Merger of departments
or companies, change
of strategy, and/or
closing locations.
- Financial difficulties,
Merger of departments
or companies, change
of strategy, and/or
closing locations.
- Advantages
- Cost reduction, increase
productivity and efficiency
of the organization.
- Cost reduction, increase
productivity and efficiency
of the organization.
- Disadvantages
- Low morale among employees,
costs related to downsizing, a
deterioration in the reputation
of business.
- Low morale among employees,
costs related to downsizing, a
deterioration in the reputation
of business.
- Reasons they can give
lead to reductions in
personal
- Is associated with greater
frequency to reduction of
personnel, consists of reduce
the costs of company, as well
as scale of your operation.
- El Joint Venture
- Association contract strategic business that
occurs between two or more companies
international or national Through the
combination of their activities, resources and
operations give rise to new joint undertaking
commissioned of the execution of an activity
specifies
- The countries that have
achieved attract foreign
capital through the Joint
Venture have had to
fulfill three phases
- 1. Search and partner
identification
- 2. Preparation of a
feasibility study
- 3. Obtaining
financing
- 1. Search and partner
identification
- Characterized by
- Characteristics
functional
- -Horizontal collaboration
- vertical collaboration
- -Horizontal collaboration
- vertical collaboration
- Characteristics
structural
- - Continuous and periodic execution - Contributions
and community of interests - Reciprocal power to
represent and bind to the other - Onerosity of the
provision - Control company as a whole - Consensual
character - Atypical and nameless contract - Nature
fiduciary or loyalty between the parties - Character ad
hoc or specific object - Concurrence in profits and
losses in general - Commutative - Profitable purpose -
Not subject to right - Common risk - Contract of
business collaboration
- - Continuous and periodic execution - Contributions
and community of interests - Reciprocal power to
represent and bind to the other - Onerosity of the
provision - Control company as a whole - Consensual
character - Atypical and nameless contract - Nature
fiduciary or loyalty between the parties - Character ad
hoc or specific object - Concurrence in profits and
losses in general - Commutative - Profitable purpose -
Not subject to right - Common risk - Contract of
business collaboration
- Characteristics
functional
- ELEMENTS JOINT
VENTURE
- - Identification of the parties - Name of the
Joint Venture - Designation of the leading
company - Duration - Conflict resolution -
Representative - Delimitation of the
contractual object - Responsibilities -
Registration of the contract - Termination
and dissolution of the contract - Rights and
obligations of the contracting parties.
- - Identification of the parties - Name of the
Joint Venture - Designation of the leading
company - Duration - Conflict resolution -
Representative - Delimitation of the
contractual object - Responsibilities -
Registration of the contract - Termination
and dissolution of the contract - Rights and
obligations of the contracting parties.
- Forms of financing
- Credits from financial institutions, Billing
contract, Credits special sector, credits
international organizations, Credits government,
bank loans of investment, Credits granted by
entities from developed countries, Credits
granted through the stock market, Loans under
the international leasing modality and/or Credits
under process of debt capitalization.
- Credits from financial institutions, Billing
contract, Credits special sector, credits
international organizations, Credits government,
bank loans of investment, Credits granted by
entities from developed countries, Credits
granted through the stock market, Loans under
the international leasing modality and/or Credits
under process of debt capitalization.
- The countries that have
achieved attract foreign
capital through the Joint
Venture have had to
fulfill three phases
- Association contract strategic business that
occurs between two or more companies
international or national Through the
combination of their activities, resources and
operations give rise to new joint undertaking
commissioned of the execution of an activity
specifies
- The Balanced Scorecard
- It is a management tool business that is
used to measure the situation and
evolution of a company from an overview.
- Your basic goal of power diagnose a
situation carry out permanent
monitoring. It is a method to organize
information and add value.
- Working in four
prospects
- 1. Perspective
financial
- 2. Customer
perspective
- 3. Perspective of
internal processes
- 4. Perspective of
learning and increase
- 1. Perspective
financial
- Use different types of Dashboards
that They correspond to needs
and characteristics particular to
each organization.
- Control panel
operational
- Allows you to track diary of the state situation
of a sector or process of the company, for this
you must provide the information needed to
enter in action and make decisions operations in
areas such as finance, purchases, sales, prices
production and logistics.
- Allows you to track diary of the state situation
of a sector or process of the company, for this
you must provide the information needed to
enter in action and make decisions operations in
areas such as finance, purchases, sales, prices
production and logistics.
- Control panel
Executive
- It is tracking oriented. of
results indicators internal to
the company overall and in
the short term
- It is tracking oriented. of
results indicators internal to
the company overall and in
the short term
- Control panel
Strategic
- Gives us the information internal and
external necessary to know the
situation and avoid taking important
surprises about strategic positioning
and company long term.
- Gives us the information internal and
external necessary to know the
situation and avoid taking important
surprises about strategic positioning
and company long term.
- Board
Comprehensive
Control
- Offers information relevant for
the discharge address can know
the whole situation. Includes three
earlier perspectives.
- Offers information relevant for
the discharge address can know
the whole situation. Includes three
earlier perspectives.
- Control panel
operational
- Working in four
prospects
- Your basic goal of power diagnose a
situation carry out permanent
monitoring. It is a method to organize
information and add value.
- It is a management tool business that is
used to measure the situation and
evolution of a company from an overview.
- Benchmarking
- Allows recognition and use of
some of the main tools
management in organizations
- MANAGEMENT SKILLS FOR
DECISION MAKING
- It allows to know and develop the skills
every manager should have for a
suitable administration of organizations
- Coaching
- It's about advancing professional achievement
and personal at the individual level with
trainings, workshops, exercises, dynamics or
games where everyone wins because of the
group cooperation each player gets lessons
and awareness of the strategy to follow and
the actions to be put in place to achieve its
purpose.
- It's about advancing professional achievement
and personal at the individual level with
trainings, workshops, exercises, dynamics or
games where everyone wins because of the
group cooperation each player gets lessons
and awareness of the strategy to follow and
the actions to be put in place to achieve its
purpose.
- Main Abilities
Managerial
- Hard skills
- They only answer already tested
scenarios acquaintances, do not
allow face problems of uncertainty,
do not generate differentiation, nor
add value and lead us to question
values, attitudes and habits.
- They only answer already tested
scenarios acquaintances, do not
allow face problems of uncertainty,
do not generate differentiation, nor
add value and lead us to question
values, attitudes and habits.
- Soft skills or
transverse
- They are the ones who do the real
difference between professional and
other, really add value to organization,
today they are labor demands since
they are much more skills subjective
and intangible.
- Aspects such as leadership, fluency
in communication, work in team
and quiet management in times of
pressure considered elementary to
time to evaluate staff.
- Aspects such as leadership, fluency
in communication, work in team
and quiet management in times of
pressure considered elementary to
time to evaluate staff.
- They are the ones who do the real
difference between professional and
other, really add value to organization,
today they are labor demands since
they are much more skills subjective
and intangible.
- Hard skills
- Skills Development
Managerial.
- Management skills are observable
attributes in people who allow them
to reach effective search
performance of the achievement of
the stated objectives.
- They delve into
the dimensions
- Personal
- Self awareness,
thinking creative and
innovative and ethics
- Self awareness,
thinking creative and
innovative and ethics
- Relational
- Communication,
leadership-
motivation and
diversity
- Communication,
leadership-
motivation and
diversity
- Equipment
- Change
management,
delegation and
work team up.
- Change
management,
delegation and
work team up.
- Personal
- They delve into
the dimensions
- MANAGERIAL COMPETENCIES
- Personal characteristic that differentiates
some people from others; include motives,
traits of personality, perception and
assumption role, skills and knowledge.
- Then we talk about competencies.
ranging from its lowest levels even
the most complex.
- Job skills, scientists, citizens,
basic skills, generic, specific,
education superior and labor
market.
- Job skills, scientists, citizens,
basic skills, generic, specific,
education superior and labor
market.
- Then we talk about competencies.
ranging from its lowest levels even
the most complex.
- Personal characteristic that differentiates
some people from others; include motives,
traits of personality, perception and
assumption role, skills and knowledge.
- THE ICEBERG OF COMPETENCES
- skills, knowledge
- Are necessary
but not enough
- Are necessary
but not enough
- Social role, values, self
image, feature, motifs
- Predictors of
success long-term
- Predictors of
success long-term
- skills, knowledge
- Management skills are observable
attributes in people who allow them
to reach effective search
performance of the achievement of
the stated objectives.
- Coaching
- It allows to know and develop the skills
every manager should have for a
suitable administration of organizations
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