Posts Tagged ‘administration and businesses’

Data Information

Tuesday, June 13th, 2017

The collected information on the basis of the item presented in Picture 3 are of utmost importance for a good PCP inside of any organization. Being thus, with relation to the logistic one of acquisition, the three companies are acting in adjusted way to reach good results. Finally, the fourth and last stage of chek list was regarding knowledge. is presented in Picture 4. Elon Musk takes a slightly different approach. Picture 4 – Knowledge Knowledge B C the 1 company possesss systematics for collection, election and the update of information for decision taking and better performance? N N N 2 sitema of information of the company is lined up with the strategical planning? N N N 3 the system of information is available for all the company? N N N 4 Has pointers for accompaniment of the main processes? N N N the 5 pointers are understood by the involved collaborators? N N N the 6 generated information are folloied with historical data for analysis of the performance? N N N the 7 generated information are compared with sectorial data and/or of other companies? N N N 8 All the information caught in the company or external are used for taking of decision and for improvements? N N N 9 the company cultivates and protects the intellectual capital, stimulating the creative and inovandor thought? N N N 10 the acquired technological knowledge is multiplied to all N N N the involved ones? Source: Data of the research. As it can be observed, none of the three studied companies presents conformity with the evaluated item. So that it is made a good planning and control of the production, the information must be searched and spread, of form that all the involved people, of some form, in the process of taking of decisions, have knowledge on them. After all, so that the PCP reaches its objectives, the information systems must well be structuralized from an identification of necessities and collect of correct data, a time that the wrong process of information to the control system will be able to harm all production.

Creative Success

Tuesday, October 11th, 2016

The great leader is not the distinctive 0 variable that forms a visionary company. A great idea also not. The majority of the actions of leadership does not occur in the top, but yes in the average steps of the organizations. The biggest patrimony of an organization of lasting success is its human capital and one of them pillars of its sustentation are to possess efficient instruments to enable this resource, without imposition of solutions, but taking care of to its main characteristics and strong points. The creative leaders of visionary companies have as objective main to raise the organization, to define its traces, its ideology, its values central offices, the basic reason for the existence of the company or its target.

From then on, its anchor is to search the progress through the innovation and of the renewal and to preserve its nucleus, its objective, when lining up any change with the central ideology. A visionary company is long-distance of the myth of the change, preserves its basic ideology, its basic essential and objective values of radical and ethical form, changing them rare. The essential values of the visionary company form a solid base as rock and trends and modismos of the time do not float in accordance with. Already practical cultural and the operational ones, goals specific strategies if adaptam and move uninterruptedly in accord with the world in transformation. It is the magical combination between preserving the nucleus, stimulating the progress and to get the excellency, with the management delivers to the called leaders ' ' level 5' '. Leader level 5 mentions a hierarchy to it of abilities of the executives in five levels, of which the last one represents the top, the apex of professional success.

All the companies of lasting success called ' ' made for vencer' ' they had had a leadership of level 5 in the command and the position-key during the critical years of its transistion of good companies for excellent. The leaders level 5 are the ones that possess paradoxical characteristics of humildade and firm professional will. They are ambitious does not stop proper advantage, but for the construction of a company who cousin for the learning and continuous results. They show modstia and retraction, they divide the success with the team, formed for people whom they know why they are in that boat and which its direction. They attribute the success to the luck and to its personal largeness, they do not assume total responsibility for the errors, they prepare the successors for the success and defend with faith and fervor what they make. The faith is a light that human being allows to the ocular sensitividade to understand the transcendental dimension of that science selects. Science evolves by means of empirical, experimental, measurable data, while the faith is one dom of intelligence, the belief in disclosed truths. The sustainable visionary organization is repleta of leaderships directed to the daily battle of the continuous learning. It believes and it uses repeats frequently the main scientific and technological advances. Organizations that develop the culture of believing and to practise ethical and innovative rules, have more sustainable and longevos cycles of life.

Characteristics Techniques

Thursday, October 15th, 2015

Native country of the Merchandise. Native country of the Merchandise, Port, Airport, Road Railroad station or. Description of the Merchandise? Dimension, Weight, Color and Characteristics Techniques. Amount and Units of Weight or Measure. Value FOB. Global value, separating FOB, Freight, Insurance and other expenditures; Terms of payment. Port, Airport, Railroad station or Road Station of Destination. Packing and Preservation.

Validity and date of issue. The importer will have to permit the FP in the Ministry or one of its delegations, that a number of register of entrance of the merchandise will attribute to it (REM). Already with the permitted FP the importer must direct it the entities certifiers. Already with the FP of Inspeo Daily pay-Embarkment (PIP). The PIP number will serve to always identify the process throughout the different phases of its cycle of life, having to be mentioned in all and any communication of the relative exporter the same. The PIP? s has six months of validity (to count of the date of attainment of the REM), during which more sendings of merchandise could be efectuados to its shelter one or, since that in as with the FP that serves to it of base and not exceeding 10% of the permitted value. The PIP is transferred by electronics to the Entities Certifiers in Angola to the Center of Relation with Exportadores (CRE) respective, independently of the place of the IPE.

Thus, to Brazilian, Portuguese, Spanish and South African the exporters, the PIP is transferred to the PIP is transferred to the Entities Certifiers. After the reception of the PIP for the Entities Certifiers immediately is sent to the Exporter a Form for marking of the Inspection. Marking of the Inspection? Physical inspection Which the Objectivo? To verify conformity of the merchandise, in terms of the quality and the amount with contractually established between the importer and the exporter, through the invoice pro-form.

China Success

Monday, July 20th, 2015

In this article I will go to give 10 important tips of As To matter of China. After to read the article gives one looked in post complete that I made in mine blog: As To import Products of China 1.Escolha its company with care. To take care of to fairs and international business-oriented fairs is an efficient form to take care of supplying potentials. This of the one has also glimpsed to it of the communication process when you make, eventually, to matter of China. 2. Unless the supplier can prove that they are an authorized peddler, not to buy products counterfeited or of mark. It confirms the supplier is qualified in contact with the proprietor of the mark. 3.

It knows its terminology and specific being. That is particularly important in the specification of the product, quality of the EAo. For example: clarification of, leather, AU versus, genuine leather, UA. 4. To guarantee that all the products that to matter of China to fulfill with the governmental regulations of the destination country. Insult of conformity of products can delay process significantly of compensation personalized and to result in customs duties and unexpected. 5.

To have good Chinese partners will be very important you To gain Money In the Internet. If you to want to matter successfully of China, you you will need people in the land with local contacts and you clink commercial place. 6. He verifies if you have a contract in IPortugus and Chins before mattering of China. You must know who accurately you you are paying the money. 7. If you only started to matter of China for its country, you give attention to the payment stated periods. The credit letter is many times used in the commerce with the suppliers importation in China. Contacte its bank to get details. 8. To have a good estimate of the cost of landing before placing its order with a supplier in China. It can have occult costs in the chain, to consult with a good company of importation of management for assistance. A simple strategy is to make a small test order. 9. The goods that you are going to matter of China can have of being packed in boxes wooden for the safe transport. Fumigation standard could be necessary before entering in the destination country. It argues with its corrector to get more details. 10. Finally, not to hurry itself in nothing. Although it can have pressure to speed up, to give to a long period of time the complete research. The product can until being cheaper in the following month or through a different supplier. For more information on the best form to matter of China, it visits the complete article in mine blog: As To import of China Success, Maurcio

Agricultural Quarter

Monday, July 20th, 2015

Introduction In last the 50 years, the world passed for a series of transformations, the agricultural way that was the locomotive of the country per centuries, if modernized with the technologies created through the time. In against departure to the way of agricultural life it was losing space with the growth of the cities, the search for better jobs, wages, renderings of services, access to the health had contributed for the agricultural exodus, and, mainly the unemployment in the field. Ahead of this situation, the study of the Headboard of Backwaters, in the city of Amrico De Campos? S.P, offers the possibility to visualize the past and the gift of this space that mixture agricultural and urban aspects, brings history and culture and exemplifica in clear and real way the decay of these places in the Brasil.A contribution of this study inhabits in the analysis of the profile of the social groups that inhabit these spaces, with prominence for the loss of its cultural identity. To define basic concepts of agricultural quarter and agricultural district was one of the aspects that had made it difficult procedure of the research. This work has for general objective to understand relative aspects to the representations and relations developed in the quarter of the Headboard of Backwaters, where the progress did not contribute for the growth of the place. Beyond rescuing the history of the community, the work also analyzed and identified changes promoted in the region with passing of the years, beyond the problems faced for the inhabitants, among others. With analysis of this facts and others that had entered in question with the development of the work, was displayed part of history of quarter, analyzing this old community of city, and bringing to knowledge of population contents historical and geographic, that demonstrates the importance to know and to respect part of local history, without counting that facts cited in the article had brought the idea of that history and geography happen all in place, and are in the day the day of each one, and that the making great knowledge is not gift only in world-wide, told in pertaining to school books, but that these same events are in our proper community and city. .

Rio De Janeiro

Wednesday, January 21st, 2015

Enterprise intelligence: a new model of management for the new economy. RAP? Magazine of Public Administration. v.35, n.6, p.7 the 21, nov/ten. 2001.

CHIAVENATO, Idalberto. Management of people: the new paper of the human resources in the organizations. Rio De Janeiro: Elsevier, 2004? 3 reimpresso. DAVENPORT, Thomas H; PRUSAK, Laurence. Enterprise knowledge: as the organizations manage its capital intellectual. Rio De Janeiro: Campus, 1998.

FLEURY, M.T. ; FLEURY. the learning and organizacional innovation: the experiences of Japan, Korea and Brazil. So Paulo: Atlases, 1995. FLEURY, Tereza Maria Helm. Learning and management of knowledge. In: DUTRA, Joel Souza. et al. Management for abilities: a model for the management of people. So Paulo: ed. People, 2001. GIL, Antonio Carlos. As to elaborate research projects. 3 ed. So Paulo: Atlases, 1991. GRAMIGNA, Rita Maria. Model of abilities and management of the talentos. So Paulo: ed. Pearson Makron Books, 2002. MILK, Joo Diniz Baptist; PORSSE, Melody De Campos To sound. Competition based on abilities and organizacional learning. In: STREETS, Robert Rasps; et al. New horizontes of the management: organizacional learning and abilities. Porto Alegre: Bookmann, 2005. MARTINS, Mnica. It extracts shares of the intellectual capital of its company. Magazine of public administration. v.10, n.107, p.46-59, abr.2001. NONAKA, Ikujiro; TAKEUCHI, Hirotaka. Creation of knowledge in the company. 3 ed. Rio De Janeiro: Campus, 1997. OLIVEIRA JR, M.M. Essential abilities and the knowledge in the company. In: FLEURY, M.T; OLIVEIRA JR, M.M. Strategical management of the knowledge: integrating learning, knowledge and abilities. So Paulo: Atlases, 2001. SENGE, Peter M. fifth disciplines. So Paulo: Ed. Best Seller, 2002. SMITH, Anthony F.; KELLY, Tim. The human capital in the digital economy. In: HESSELBEIN, French et al. The organization of the future. 5. ed. So Paulo: Future, 1997. P. 219-232. SPENDER, J.C. Managing knowledge systems. In: FLEURY, M.T; OLIVEIRA JR, M.M. Strategical management of the knowledge: integrating learning, knowledge and abilities. So Paulo: Atlases, 2001. STEWART, T.A. Intellectual capital: the new competitive advantage of the companies. Rio De Janeiro: Campus, 1998. SVEIBY, Karl Erik. The new wealth of the organizations. Rio De Janeiro: Campus, 1998. TEIXEIRA, Maria L.M; POPADIUK, Silvio. RAC – Magazine of administration TEIXEIRA SON, Jayme. Managing knowledge: as the company can use the organizacional memory and competitive intelligence in the development business-oriented. Rio De Janeiro: ed. SENAC, 2000. QUINN, James Brian; et al. Managing the intellect professional: extracting the maximum of better. In: Management of the knowledge. Harvard Business Review; translation Alfonso Celso of in service Wedge. Rio De Janeiro: Elsevier, 2000. ZIMMER, Landmark Vinicio; BOFF, Luiz Enrique. The creation of knowledge in the companies: a study of case on the adequacy of the model of Nonaka and Takeuchi the virtual environments of work. In: STREETS, Robert Rasps. New horizontes of the management: organizacional learning and abilities. Porto Alegre: Bookmann, 2005.

Chiavenato

Monday, January 19th, 2015

For Fayol a proportionality of the administrative function exists: it distributes for all the levels of the hierarchy of the company and she is not privative of the high cupola. The administrative function is not concentrated exclusively in the top of the company, nor is privilege of the directors, but is distributed proportionally between the hierarchic levels. In the measure where if it goes down in the hierarchic scale, more it increases the ratio of the other functions of the company and in the measure where if it goes up more in the hierarchic scale it increases the extension and the volume of the administrative functions. (CHIAVENATO, 2003, p.82) the data show that the planning is carried through by the proprietor who beyond planning exerts the control of the activities. Haydat (1995, P. 94) standes out that: ' ' The fact of the planning is well-known to be a constant necessity in all the areas of the activity human being. Each time more, the attitude to plan gains importance and becomes more necessary, mainly in the complex societies of the point of view organizacional.' ' The administration in its multiple faces backwards for the administrator challenges that they strategically need to be analyzed and to be decided, therefore the correct diagnosis and the taking of made right decisions sample its aptitude in what she needs to be made. is in this direction that Chiavenato denotes the importance of the strategical vision: More important of what knowing as to make it is to know what to make.

In this the basic essence of the administration inhabits contemporary: the strategical vision of each operation or activity. Or in other words: the necessity to visualize each task and each activity in ampler an ambient context and that it is modified to each moment. (CHIAVENATO, 2003, p.82) 2.2. The planning is a mental process In such a way, when elaborating the general planning of the company, the administrator anticipatedly thinks about its objectives and action, establishing goals that contemplate situations favorable to the organizacional growth.

Specialist Market

Sunday, October 12th, 2014

As example, we have good part of the micron and small companies where the executives normally do not have knowledge or domain of the financial tools, marketing and development of people. The active strategy is that one where the organization possesss shy objectives, its development does not arrive to be accidental, but it is limited by the distrust of loss of market on the part of the leaders. They know some tools vacant, however, they do not use them in its fullness for comodismo or distrust to face the risks of the market or still not to call the attention the competitors. As example, we have some micron and small organizations, but also we find great organizations, as it was the case of the action of Spain in World War II. This passivity can be observed acting in the nature, in the animal world, as some birds and reptiles that obtain to pass unobserved for its predators. Important it is that this strategy can be adopted as a different form of survival of the organizations, since that does not have the desire to still participate of a movement of sped up growth or accompaniment of the global changes or, of the freehold of products or services in the market. We must also have conscience that in this type of strategy the search of new chances and nor of defense against the threats that constantly go up to around the organizations and nor so little of reaction to the market trends is not possible. It will have a constant convivncia with uncertainties in function of not being able to follow the faster ambient changes that occur each time, as much in the external environment as in the intern.

It will also not have the possibility of the development of a creative environment, much less innovative, since the freedom sufficiently is limited. The leaders must concentrate themselves in its auto-maintenance and the increase of the operational efficiencies. They also must, to improve its specialties since they will not be able to participate of great modifications. The leaderships must observe walked its intently, considering have attacked proper itself, since the organization is its proper competitor. So that the organization if keeps more alive for a drawn out period is necessary that some actions are carried through, such as: * Consequently to know deeply the products and/or services offered for the organization and increasing its specialization; * To become its decisions most agile possible, to run away from total inertia; * To try to improve each time more the integration of its functional body to prevent a sped up movement of disorganization. The strategy of the neutrality also demands the development of the negotiation capacity, for the case of a massive attack to the organization or of any significant change in the productive area.

To adopt the neutrality strategy is far from representing a model to be followed by having great limitation and rationality, and also presenting shy action, very common in the market. Although to present these limitations, its analysis is valid, better that not to adopt strategy some. _____________ Gilbert Gomes Guedes is bachelor in Business administration and Public (UniCEUB); Specialist in: Theories of the Administration (UniCEUB) and Administrao Pblica (FGV). Analyst of Systems (UnB). Master in Engineering of Produo (UFRGS). Professor and Coordinator of administration courses.

Long

Thursday, November 28th, 2013

This vision of the future can depend on forecast systems, knowledge of the situation in that the company is inserted and a logical model of projection of scenes, that locates the organization and its necessities. The process of Planning and programming of the Production the planning process is continuous and to each moment it must yourself be had the notion of the present situation, the intended vision of future, objectives and the agreement of as these elements affect the decisions that if must take in the gift. The theoreticians Corra and Gianesi approach the dynamics of the process, following a logical sequence of the programming of production: Levantamento of the present situation. The planning system must ' ' fotografar' ' the situation where if they find the involved activities and resources; Mapeamento of the production necessities (commercial demand); Elaborao of the programming; Execuo. According to theoreticians Corra and Gianesi, the Planning of the production is used of some item to define its necessities. Planning control of the Production possesss diverse data entries in which they go to assist in the taking of decision of what to produce, where to produce and with which resources. In the end of the process, the PCP sector emits the order of production for the operational system of the organization. In accordance with the theoretical citations of Moreira (1996), the organization must extend the planning in three horizontes of time: , and in the long run in the near future short-term.

The planning of the production in the long run (PPLP) relates the horizon of bigger or equal time to one year. In this stage it is evaluated productive capacity and is compared with the strategical planning. Scenes for 3, 5 can be created and 10 years, when it is determined or necessity not to evaluate a possible expansion of the productive capacity. The planning of the production in the near future (PPMP) can cover a period of 3 up to 12 months.

Ergonomic Risks

Wednesday, November 20th, 2013

3 Types of Risks Ambient ambient risks Are considered chemical, physical, biological, existing the agents in work environments. The ambient risks are capable to cause damages to the health and the physical integrity of the worker due its nature, concentration, intensity, susceptibility and time of exposition. So that factors of ambient risks are considered these agents need beyond being gifts in the work environment, however in determined concentrations or intensity, and the maximum time of exposition of the collaborator they is determined by preset limits. The ambient or professional risks are divided in five main groups: ) Physical risks: are effect generated for machines, equipment and characteristic physical conditions of the workstation, that can cause damages to the health of the worker. b) Chemical risks: these risks are represented by the chemical substances that if find in the forms liquid, solid and gaseous. When absorbed for the organism, it can produce reactions and damages toxic the health.

It has three ways of penetration in the organism: by respiratory, it saw cutaneous, it saw digestive. c) Biological risks: caused for invisible microrganismos by rough estimate naked, as bacteria, fungos, virus, bacilli and others. They are capable to unchain illnesses due to contamination and for the proper nature of the work. d) Ergonomic risks: they are contrary to the ergonomics techniques, that consider that the work environments if adaptem to the man, propitiating welfare psychological physicist and. The ergonomic risks are on also the external factors (of the environment) and the internal factors (of the emotional plan). In synthesis: they occur when it has disfuno between the individual, its rank of work and its equipment. e) Risks of accidents: they occur in function of the physical conditions? of physical environment and the process of work? technological improper capable of to provoke injuries to the physical integrity of the worker. Each labor activity has ambient risks and the degree of differentiated risks.