Reinvestment Through Reengineering

Reinvestment through reengineering People do not come to work here because they wish to take challenges. They come to do their job and to pay the mortgage: They are not interested in promoting change and innovate or not to understand our business graduates in business administration. To read more click here: Hillary Clinton. The reality of current scenarios highlight the great opportunities that are presented to companies that are organized, prepared for success, excellence, well-developed its administrative structure, its systems and resource planning human, its mission and especially those who have known how to interpret the threats and strengths of the environment to a dynamic and growing globalization that can not be avoided, unlike invites deeper changes in order to find opportunities. Bennis and Mische have commented (The 21 st. Century organization, 1986) that many organizations are not prepared to assimilate and respond to rapid changes, as has been detected in our industrial environment, to whatever involves the conquest of new markets, consolidation, development and contributions of technology, competition and customers needs. By contrast, the authors note indicated, are structured and managed according to leadership and organizational models developed many years ago to a very different world order where the surrounding variables play major roles more than ever to be considered by modern management and of course, taken very seriously by the teachers of the schools administration to have an obligation to structure programs according to the needs that this. This implies that in order to progress in this century, the organization of this mass should be reinvested themselves and create the workplace of the future human resource expecting a sensitive and well-trained in management skills required. .

The Approach

The second source of information, in importance, are the catalogs. With respect to technical information specialist, very few companies were found to have an organized system of consultations. 73 percent of companies do not have information centers and internal documentation, only 6 percent outside consulting services, and links with scientific laboratory are very sporadic and limited. Draws attention to the small number of companies dealing systematically searching for information about your competition, as this should be considered a vital aspect to compete under conditions of openness. The fact reminds us of the participant, to Venezuelan companies, the physical attributes of efficiency are considered the main variables for the acquisition of machinery and equipment, whereas the less important criteria are those related to human resources. While 73 percent of companies said that production capacity was the primary endpoint in the acquisition of machinery and equipment, only 22 percent said the chances of staff training as a criterion for evaluation. These results suggest that the approach to acquisition of "technology by most firms put greater emphasis on the recovery of the elements of production capacity -" tangible "- which in those elements related to the technological capabilities of human resources – "intangibles" -. However, these were the problems most often mentioned in connection with the acquisition of machinery and equipment. Own practice in relation to the problems encountered when purchasing machinery and equipment reiterates the importance of factors associated with the acquisition of technological capabilities of human resources, of course, without taking away the due importance of the physical attributes of production capacity.

Contingent Theory

Two of the most important elements that make up the general conditions are technology and the environment (and Weihrich Koontz, 2004), whose exchange with the organization’s internal factors makes this take certain forms of structure and behavior to adapt the external environment. Evans shows us that another of the fundamental principles difference to other approaches contingency theory is its tendency not to establish an ideal type of organization for all circumstances. In this regard, (Davila, 2001, p 225) argues that “the contingent or situational approach argues that the organizational structure and administrative system depend on or are contingent on environmental factors, organization, task and technology . From the above means that the external aspects of the organization act as independent variables modes of internal organization of the company, which are dependent variables of the first. More information is housed here: Peter Thiel. This relationship, however, is not established as a cause-effect type, but as a decision-making leaders of the organization on the choice of the most effective alternative to external circumstances definitely Contingency Theory states that there is a functional relationship between environmental conditions and appropriate management techniques for effectively achieving the objectives of the organization. In this functional relationship, the environmental variables are considered independent variables as management techniques are used as dependent variables.

Jose Ramirez also gives us that the contingency theory stresses the efficiency of administrative actions undertaken in a situation and fails in a certain way of standardization. So necessarily the technology, size and environment are essential factors in a contingency plan because a minimal difference in the verification of the initial pattern brand companies the right choice of technology in their products and processes and this stems in turn gives the organization structure through differences and technology categories, so it is possible to ensure the proper administration of resources by avoiding waste since otherwise their survival would be at risk for which greatly influences the environment conclusion The contingency approach spans, there is no single best way to organize and manage that is applicable to all companies, but everything depends on the conditions of the environment where they operate. Hence the importance that management determine the effects of the external causes and influences the structure of the company so be prepared to promote actions to be taken into account for its operation.