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JUSTIFICACIN (Ejemplo)
Al constituir una empresa, siempre se tiene la conviccin de que esta va a generar las
utilidades esperadas desde un comienzo, pues en la mayora de los casos no se ha
realizado el estudio previo para su iniciacin, por consiguiente desde este momento es
cuando se empiezan a generar las fallas ms graves que pueden afectar cualquier
negocio.
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MISIN / VISION
Nos da la amplitud del marco de referencia empresarial en el cual nos vamos a
desarrollar y se puede enfocar desde dos sentidos:
El primero Dnde se quiere llegar? Y Cmo estamos para llegar?
El segundo en sentido inverso Cmo estamos? Y Dnde queremos llegar?
Misin:
MISIN
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VISIN
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3. OBJETIVOS
Son los resultados globales que una organizacin espera alcanzar en el desarrollo y
operacionalizacin concreta de su misin y visin. Por ser globales deben cubrir e
involucrar a toda la organizacin, se deben tener en cuenta para esto todas las reas
que integran la empresa.
Ejemplo
Disear alternativas para realizar alianzas estratgicas con clientes y/o proveedores,
asegurando la permanencia, crecimiento, generacin de utilidades y competitividad
para la empacadora.
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4. POLTICAS EMPRESARIALES
La poltica empresarial es una de las vas para hacer operativa la estrategia. Suponen
un compromiso de la empresa; al desplegarla a travs de los niveles jerrquicos de la
empresa, se refuerza el compromiso y la participacin del personal.
La poltica empresarial suele afectar a ms de un rea funcional, contribuyendo a
cohesionar verticalmente la organizacin para el cumplimiento de los objetivos
estratgicos.
Al igual que la estrategia, la poltica empresarial proporciona la orientacin precisa para
que los ejecutivos y mandos intermedios elaboren planes concretos de accin que
permitan alcanzar los objetivos.
Ejemplo
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5. ORGANIGRAMA
Un organigrama es una representacin grafica de una organizacin. En gerencia
generalmente los diversos niveles administrativos o departamentos conforman los
elementos de un organigrama.
Es importante tener en cuenta en el diseo de los organigramas los niveles de mando o
jerarquas en la organizacin.
Segn el concepto de organigrama, este muestra:
- Un elemento (figuras)
- La estructura de la organizacin
- Los aspectos ms importantes de la organizacin
- Las funciones
- Las relaciones entre las unidades estructurales
- Los puestos de mayor y aun los de menor importancia
- Las comunicaciones y sus vas
- Las vas de supervisin
- Los niveles y los estratos jerrquicos
- Los niveles de autoridad y su relatividad dentro de la organizacin
- Las unidades de categora especial.
El organigrama tiene alcances mayores y otros propsitos, por ejemplo, para relaciones
publicas, para formacin de personal, fiscalizacin e inspeccin de la organizacin,
evaluacin de la estructura, reorganizacin, evaluacin de cargos, entre otros
Este es un ejemplo de un organigrama crea el de tu empresa y luego explica que
funcin cumple cada uno
GERENTE
DEPARTAMENTO
DE
PRODUCCION
DEPARTAMENTO
DE RECURSO
HUMANO
DEPARTAMENTO
FINANCIERO
DEPARTAMENTO
COMERCIAL
CONTADO
R
JEFE DE
VENTAS
JEFE DE
JEFE
DE
PLANTA
PERSONA
L
OPERARIO
DE
PROCESOS
VENDEDOR
GERENTE
Ejecuta las disposiciones que se presenten, asumiendo la responsabilidad del buen
funcionamiento de la empresa.
DEPARTAMENTO DE PRODUCCION
Cumple la funcin de utilizar los recursos necesarios para la elaboracin del producto
manteniendo siempre el mejor nivel de calidad.
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La
medicin de la cultura
organizacional permite obtener informacin vlida sobre la forma como los miembros de
financieras
endeudamiento,
como:
deuda
capital,
disponibilidad,
capacidad
de
FORTALEZA DEBILIDAD
A
M
B
A M B
IMPACTO
A M B
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CAPACIDAD TECNOLGICA
CAPACIDAD TECNOLGICA
FORTALEZA DEBILIDAD
A
M
B
A M B
IMPACTO
A M B
1.
2.
3.
4.
5.
6.
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CAPACIDAD DE TALENTO HUMANO
CAPACIDAD
FORTALEZA DEBILIDAD
A
M
B
A M B
DE TALENTO HUMANO
1.
2.
3
4.
5.
IMPACTO
A M B
6.
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CAPACIDAD COMPETITIVA
CAPACIDAD
COMPETITIVA
FORTALEZA DEBILIDAD
A
M
B
A M B
IMPACTO
A M B
1.
2
3.
4.
5.
6.
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CAPACIDAD FINANCIERA
CAPACIDAD
FINANCIERA
1
2.
3.
4.
5.
FORTALEZA DEBILIDAD
A
M
B
A M B
IMPACTO
A M B
6.
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PERFIL DE CAPACIDAD EXTERNA
PCE
DIAGNOSTICO EXTERNO
En esta etapa se estudia en detalle la situacin que presenta el medio ambiente, las
fuerzas de la competencia, la industria en general y todos los factores externos que
afecten de una u otra forma la organizacin, de tal forma que sea posible establecer las
acciones ms convenientes para que la empresa pueda identificarse con su entorno.
Est integrado por el anlisis de:
Factores econmicos Aquellos relacionados con el comportamiento de la economa,
tanto a nivel nacional como internacional: ndice de crecimiento, inflacin, devaluacin,
ingresos por-cpita, PIB, comportamiento de la economa internacional.
Factores polticos Aquellos que se refieren al uso o migracin del poder. Datos del
Gobierno m a nivel internacional, nacional, departamental o local; de los rganos de
representacin y de otros agentes del gobierno que puedan afectar a la empresa o
unidad estratgica de negocio.
Factores sociales Los que afectan el modo de vivir de la gente, incluso sus valores
como: educacin, salud, empleo, seguridad, creencias, cultura, etc.
Factores tecnolgicos Los relacionados con el desarrollo de las mquinas,
herramientas, materiales (hardware), as como los procesos (software).
OPORTUNIDAD
A
M
B
AMENAZA
A M B
IMPACTO
A M B
1.
2.
3.
4.
5.
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FACTORES SOCIALES
FACTORES SOCIALES
OPORTUNIDAD
A
M
B
AMENAZA
A M B
IMPACTO
A M B
1.
2
3.
4.
5.
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FACTORES TECNOLGICOS
FACTORES TECNOLOGICOS
1.
2.
OPORTUNIDAD
A
M
B
AMENAZA
A M B
IMPACTO
A M B
3.
4.
5.
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FACTORES ECONMICOS
FACTORES ECONOMICOS
OPORTUNIDAD
A
M
B
AMENAZA
A M B
IMPACTO
A M B
1.
2.
3.
4.
5.
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FACTORES GEOGRFICOS Y NATURALES
FACTORES
OPORTUNIDAD
A
M
B
GEOGRAFICOS Y NATURALES
AMENAZA
A M B
IMPACTO
A M B
1.
2.
3.
4.
5.
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FACTORES COMPETITIVOS
FACTORES COMPETITIVOS
1.
2.
3.
OPORTUNIDAD
A
M
B
AMENAZA
A M B
IMPACTO
A M B
4.
5.
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7. LA MATRIZ DOFA
Fortalezas
Son las capacidades que posee la organizacin para desempear actividades
funcionales distintas que permiten el logro de objetivos. Las fortalezas son aquellos
elementos en los cuales la organizacin de destaca y en donde encuentra una ventaja
competitiva.
Debilidades
Son todos aquellos factores que impiden el desarrollo de la organizacin, se constituyen
en desventajas frente a la competencia y al medio, o simplemente son factores internos
negativos que inhiben o dificultan el xito de una empresa.
Oportunidades
Son todos aquellos eventos, hechos o tendencias en el entorno de una organizacin
que podran facilitar o beneficiar el desarrollo de sta, si se aprovechan en forma
oportuna y adecuada.
Amenazas
Son todos aquellos aspectos, propensiones negativas que inhiben, limitan o dificultan el
desarrollo operativo de una organizacin.
Escribe una lista de tus fortalezas, amenazas, debilidades y oportunidades.
FORTALEZAS
F1__________________________________________
F2 __________________________________________
F3 __________________________________________
F4 __________________________________________
F5 __________________________________________
F6 __________________________________________
F7 __________________________________________
DEBILIDADES
D1 __________________________________________
D2 __________________________________________
D3 __________________________________________
D4 __________________________________________
D5 __________________________________________
D6 __________________________________________
D7 __________________________________________
AMENAZAS
A1 __________________________________________
A2 __________________________________________
A3 __________________________________________
A4 __________________________________________
A5 __________________________________________
A6 __________________________________________
A7 __________________________________________
OPORTUNIDADES
O1 __________________________________________
O2 __________________________________________
O3 _________________________________________
O4 _________________________________________
O5 _________________________________________
O6 _________________________________________
O7 _________________________________________
ESTRATEGIAS ANLISIS DOFA
ESTRATEGIAS FO
Acceder a tecnologas
(O14-O10-F14)
ESTRATEGIAS FA
efectivas Montaje procedimiento administrativo
(A5-F4-F2)
ESTRATEGIAS DO
ESTRATEGIAS DA
Bsqueda
de
aceptacin
y Implantacin de un sistema de
consolidacin de la imagen de la
distribucin fsica (D5-D14-A2-A7)
Empacadora. (D5-D6-D20-O1-O7)
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ESTRATEGIAS FA
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ESTRATEGIAS DO
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ESTRATEGIAS DA
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Este es un ejemplo para que realices las estrategias a seguir para la realizacin
de los objetivos de tu empresa
rea
Estrategia 2
administrativa
Abrir canales de distribucin en almacenes de rea comercial
cadena y minoristas
ACCIONES
TIEMPO
RESPONSABLE
rea comercial y
ESTRATEGIA 1
de
compra
efectuando
pago
oportuno.
ESTRATEGIA 2
Realizar
un
estudio
de
mercadeo
en A
uno
(entre
y
dos
Objetivo1.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE
Objetivo 2.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE
Objetivo 3.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE
Objetivo 4.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE
Objetivo 5.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE
Objetivo 6.
Estrategia 1
Estrategia 2
ACCIONES
ESTRATEGIA 1
ESTRATEGIA 2
TIEMPO
RESPONSABLE