viernes, 12 de junio de 2009
Reengineering and MODEL COMPANY
Re is more to the welfare of employees and customers with that of shareholders. It is also called as Process Management, Innovation and redesign of processes, involving redesign or reconfigure the work, tasks and processes to improve cost, quality, service and speed. Not usually affect the organizational structure or the organization. It is characterized by many tactical decisions (in the short term, specific and related to the role of business) The cornerstones of reengineering are decentralization, reciprocal interdependence and participation information.
THE INTELLIGENT ORGANIZATION
The smart organizations are characterized by a handle and a corporate culture with a technology resource that allows them to give an immediate response to customers both internal and external. 
THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
1. Proactive:
It means having an orientation toward the future to anticipate challenges before they become problems, must be sensitive to the trends that emerge. (Imagination, moral conscience, independent will and self).
2. Start with one purpose in mind:
Must chart a goal and goals for the company and its employees (Ability to visualize, to see the potential to create in our minds what we can not at present see with our eyes, and the moral for our own uniqueness and personal guidance, moral and ethical questions that allow us to successfully carry out).
3. Put first things first: Establish clear goals for the organization and above all be clear which is the main objective, apart from maximizing the utility (ability to make decisions (setting priorities, that is given to ourselves).
4. Think win win:
You must have a strategic plan that will benefit a common (Character, Relationship, Arrangements, Systems and Processes of Base)
5. Seek to understand then to be understood:
Required to adopt an effective strategy for communicating the bottom up and from top to bottom, improving communication systems. (Reading, writing, speaking, listening) Maturity is the balance between courage (strive to be covered) and consideration (seeking understanding).
6. Synergy:
It is crucial to have a feedback processes, unifying and clarifying the processes together with the other (Open your mind, your heart and your expressions to new possibilities, alternatives and options, understanding and mutual respect).
7. Sharpen the saw:
It is valued as a person in basic first instance and thus able to apply values and commitments to himself and to others. (This is the 7th habit renewal (process vivify all habits (physical dimensions 1er. Habito, proactively self) (Dimension spiritual 2nd. Hábito personal and moral leadership) (Mental Dimension 3rd Dimension personal habit) (Social Emotional 4th, 5th and 6th public habits victory continued) The goal is to be a positive agenda, said one other person, not left influenced by what others think, if not for what one sees in others. shape their own opinion.
EMPOWERMENT
1. Empowerment of employees: Is that decision making has fallen to lower levels of the company. The hierarchical system previously used in decision making has led to a system where employees are responsible for their own actions, and leadership comes from the teams and not just one person as was previously the case.
2. Restructuring of the corporation: Although companies rarely have to experiment with such a radical change, the lower the level of decision making is more an issue, because it requires a change in organizational culture, they require thorough preparation of all persons involved in it.
3. The explosion of information: Thanks to the generation of information technology is unlimited, the communications are growing faster. And if all this is well organized, it represents a very important tool for growing organizations.
4. Globalization: At this time, leaders of corporations need to act globally, not only to take advantage of new market opportunities, but to face the new challenges of the market. All of the above to reach the leading competitive business.
5. The move to change: The leaders of the corporations have always had to confront change. The rapid acceleration of information, globalization and other trends, require that the directors of human management and implement plans and gain acceptance of new initiatives. Today more than ever, need the techniques of persuasion and education to adapt to the rapidly changing world that demands today. As a result of these five forces, the industry of the XXI century is recognized by a different brand of leadership. In this new era, the leadership is changing, to be successful leaders will be less arbitrary, and be more involved in what is happening in the "Shop Floor", more open to employees and more action-oriented competitive . The role of a leader is to create a modern decision-making system to guide and focus ... and the vision must come from the people. The most difficult task of leaders to Empowerment, team building is open. The basic unit of an organization Empowerment is not the individual who achieves results, but a coordinated group of people. The new leader must learn to take a step back and create a work environment that enables individuals to learn, grow, develop, contribute and achieve excellence. Increased competition combined with high demand and consumer demands for quality, innovation, flexibility, speed, functionality and low cost, have not only to organizations in a revolution but the people involved in them.
TEAMWORK
Small group of people whose skills complement each other to work to achieve a common set of objectives, which are responsible, their size ranges between 6 and 18 people as opposed to the working group who depend on the direction of a supervisor . The teams can be organized into departments, the most important skills in these are the self-managing teams which improve quality and productivity and reduce operating costs, receive a multidisciplinary training in several different assignments over these barriers eg A engineer trained in different fields dealing with a large number of management tasks permanent.
HOW TO MANAGE THE STRUCTURE AND FLOW OF WORK
Organizational Structure: Formal or informal relationships that keep people from a company if it is here where the head of human management, it must be in permanent contact with the power to determine the degree of innovation within the framework of continuous improvement.
Workflow: It is the manner in which work is organized to meet the objectives of production of goods and services of the company
Workflow Analysis: The process of examining how work creates or adds value to ongoing processes of the company. (Product Development, Customer Service and Orders complementing) analysis indicates the result of the reorganization of work so that teams and not individuals, are the source of value creation.
CHANGE AND CREATIVITY
Within the human management is essential to manage a culture open to change to the creativity which is the basic condition in the globalization in order not to lose the opportunity to be competitive, and these concepts must be handled within each worker emphasizing the culture of the Empowerment which one should not take not as a fad, but as a necessity for achieving the mission and vision of an organization.
CONFLICT OF THE COMPANY
It is believed that the company does not handle conflict, not change, no doubt this whole scheme should be handled with care and deep experience acquired in daily living and vocational guidance as Managing Director of Humana should possess.
LEADERSHIP
Any group of people working near full capacity as the head is someone who is skilled in this art, this ability seems to be a composite of at least three main ingredients: Ability to understand that human beings have different motivational forces, in different times and in different situations, ability to inspire strength and to act in ways that establish a climate for and respond to arouse motivation and leadership style. The second ingredient of leadership seems to be a rare ability to inspire, encourage or inflame the fans in such a way as to apply their full capabilities to a project, the charismatic leader must handle qualities that lead to loyalty, devotion and zeal on the part of supporters to promote their welfare. A third ingredient of leadership is related to the style of the leader and the climate created as a result, it must handle high intensity depending on the motivation of the expectations, the rewards received, the amount of effort required, the work to be done and other factors that are part of the work environment, we must consider the organizational climate which influences the reasoning within this framework also must be considered:
• The focus on personal characteristics for leadership
• Focus situations or contingency leadership
• Behavior and leadership styles This framework stresses the importance of effectively managing managers to make effective leaders
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