“PLAN DE GESTIÓN DEL CAMBIO ORGANIZACIONAL”

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“PLAN DE GESTIÓN DEL CAMBIO ORGANIZACIONAL”

PRESENTA:

• LÓPEZ CHI CARLA SHEZZID
• REYES MACÍAS REGINA LIZBETH
• RODRÍGUEZ DE LEÓN MAYRA MERCEDES
• ROSAS PÉREZ DAFNE BRISEIDA
• RUEDA ESTEBAN KARLA DAYANA

DOCENTES PARTICIPANTES:

• ING. CABADA HERNÁNDEZ CRISTINA
• ING. LARA MALDONADO DIANA PATRICIA
• LIC. ROBLES PÉREZ ALMA DELIA
• ING. ESCOBEDO ZÚÑIGA JUAN RICARDO
• ING. SUSANA ROJAS MONTAÑEZ
• ING. ONALEYE ADBAMBO EZEKIEL

REYNOSA, TAMAULIPAS                                                                                MAYO 2020

Quality Management System

1. ISO: the acronym ISO stands for International Organization for Standardization; the body responsible for regulating a set of standards for manufacturing, trade and communication in all industries and businesses around the world.

1. Quality: is a set of characteristics of a product or service, which have as main objective to satisfy the needs, and meet the expectations of the consumer.

1. Total quality: Its mission is to install a quality awareness in all those processes linked to the manufacture of products or services and about the organization.

1. Quality management system: is a tool that allows organizations to plan, execute and control activities.

1. Indicators: the indicators attempt to measure or objectify, in a quantitative or qualitative way, collective events in order to support actions. The main attributes of a good indicator are availability, specificity, reliability, sensitivity and scope.

1. Evaluation: they are the measurement, evaluation or audit of the services, which serve to ensure that they are being carried out according to the established requirements.

1. Diagnosis: compare the current practices with the requirements of the Management Systems. It is not necessary that the initial diagnosis has a high level of detail. It is only intended to evaluate the system in a general way.

1. Quality Management System Design: defines a company as the set of tangible elements (technology, human and financial resources, means, equipment and facilities) and intangible elements (processes, organization, management model and company culture), which allow the generation of products and services with the appropriate quality to meet the needs of the customer and all other agents with whom the company interacts.

1. Internal audit: the purpose of the internal audit is to evaluate the functionality of the controls established within the organizations and to verify the fulfillment of the responsibilities of the different areas and to inform the management about the result of this analysis.

1. PHVA cycle: allows an organization to ensure that its processes are resourced and properly managed, and that opportunities for improvement are identified and acted upon.

Organizational Change Management

1. Organizational culture: complex set of behaviors common to the members of an organization, among which are: basic assumptions, values, beliefs, myths, principles, norms, language, customs, rituals, traditions; it is a set of behaviors shared by the members of an organization.

1. Situational Diagnosis: it is a moral education technique that aims to develop the ability to assess, the different alternatives that arise in a problematic situation as well as the possible consequences of them.

1. Analysis of the Environment: it is the process through which the company is able to identify the strategic factors of the environment and to differentiate between opportunities (factors that positively influence) and threats (factors that negatively influence).

1. Organizational Change: The process of adaptation and alteration that the organization structure, employees or the technology used undergo, to ensure that the company is able to respond, quickly and efficiently, to the demands of the environment in which it operates.

1. Change management: it is the way to respond, it is the process of improvement. If teams and people do not understand the need to change, to improve, they risk being overshadowed by context, leaving them with no means to respond and adapt.

1. Resistance to change: they are all those situations in which people must modify certain routines or habits of life or professionals, but they refuse due to fear or difficulty to do something new or different.

1. Planned change: it consists of deliberate efforts aimed at eliminating an unsatisfactory situation through the planning of a series of phases, actions and strategies that result from an in-depth analysis of the total system.

1. Impact: This is the effect certain actions will generate on the current situation.

1. Model: set of administrative strategies, systematized to make a change. They focus on the skills development structure and technological changes within the organization.

High Performance Team Management

1. Team: it is a basic performance unit for almost all organizations, as it combines the skills, experiences and knowledge of various people. It becomes the natural complement to individual initiative and execution, because it creates firm commitments to common ends.

1. Leadership: it is the key element that unites the other organizational elements. Leadership is also responsible for recognizing and managing influences arising from organizations, communities, or trends in the external environment.

1. Effective communication: it is a form of communication, which ensures that whoever transmits the message does so in a way that is clear and understandable to their interlocutor / s, without generating confusion, doubts or erroneous interpretations.

1. Job performance: is the job performance and the performance that the worker manifests when carrying out the main functions and tasks that his position requires in the specific job context of action, which allows demonstrating his suitability.

1. Individual conduct: are the skills, abilities, values, perceptions, attitudes, motivations, expectations and goals that you have, along with other aspects inherent to your temperament and personality, also within it displays your attitudes, intelligence, knowledge and skills with which the individual enters to the organization.

1. Leadership Styles: These range from how leaders relate to others inside and outside the organization, how they see themselves and their position, and to a large extent whether or not they are successful as leaders. If a task needs to be done.

1. Formal groups: it is the one that defines the structure of the organization, through certain work assignments in which activities are established, in formal groups, the goals of the organization stipulate the behaviors that can be observed and are aimed at achieving them. Formal groups are deliberately created by managers and are responsible for executing certain tasks to help the organization achieve its goals.

1. Informal groups: they are alliances that are not formally structured or determined by the organization. These are natural formations in a work environment and are presented in response to the need for social contact.

1. Effectiveness: is the ability to achieve the objectives or goals established by a company, business, organization or project, among others.

1. Efficiency: the latter is interested in the control of resources (generally in an economic sense), their correct use and that they are not wasted, to achieve a goal.

Human capital management tools

1. Human capital management tools: it is a “human resources function diagnosis” tool that will allow, once completed, to prepare a Scorecard that can be adapted to each of the organizations and that can also be adapted to business demands.

1. Strategy: A strategy comprises a series of tactics that are more concrete measures to achieve one or more objectives

1. Factor: circumstance that contributes to the achievement of something, such as an activity or a goal.

1. System: A system is a set of interrelated elements that works as a whole, each of the elements of a system can function independently, it will always be part of a larger structure.

1. Function: it is the purpose or task that is attributed to a thing. It comes from the Latin functĭo, funciōnis, and means "execution or exercise of a faculty". A function designates the capacities of living beings or their organs, as well as machines, instruments or apparatus, to perform a task.

1. Human capital: it is the value given to the capacities of the personnel who work in a company, that is, level of education, general knowledge, skills and accumulated experiences, in order to generate greater productivity and economic development.

1. Self-Assessment: Process carried out by Senior Management to evaluate the organization's strategic objectives and plans in the matter in question, in view of the results of the implemented management model and, more specifically, of the Internal Audit and the activities of monitoring and measurement carried out. Self-assessment sometimes involves a new strategic approach for the organization in view of the results achieved.

1. Benchmarking: A continuous, structured and systematic process of comparing human resources processes with the practices of other excellent companies in order to learn, identify valid initiatives for the company and establish a goal.

1. Performance Criteria: Dimensions or factors used to judge the performance of a subject in a specific job.

1. Labor Climate: State of professional satisfaction of employees, which obviously depends on various factors: interpersonal relationships, development opportunities, availability of resources, and operation of the company.

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