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Funtional Areas

In: Business and Management

Submitted By ernesto18
Words 1026
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funtional areas AF/ PA | Marketing (comercialización) | Producción | Recursos humanos | Finanzas | Planeación | El plan estratégico de marketing se caracteriza por ser un plan a largo plazo, del cual, se parte para definir las metas a corto plazo. Por ejemplo, los gerentes de marketing elaboran un plan estratégico de marketing para tres o cinco años y luego, elaboran un plan anual de marketing para un año en concreto. | Se refiere a determinar el número de unidades que se van a producir en un período de tiempo, con el objetivo de prever, en forma global, cuáles son las necesidades de mano de obra, materia prima, maquinaria y equipo, que se requieren para el cumplimiento del plan. | La planeación de recursos humanos está directamente relacionada con los objetivos organizacionales y para ser significativa, la planeación de personal debe estar basada en especificaciones de personal. La planeación puede revelar escasez o abundancia de capacidades, una condición que puede influir en los objetivos organizacionales, y en la estructura organizacional. Además, debe estar integrada con planes generales acerca de ventas, producción, compras, uso de maquinaria y equipo | El desempeño de la función financiera no es otro más que el de buscar la mejor forma de obtener utilidades. Y es por ello que cualquier planeación depende en mucho de la participación individual de quienes la realizan. Las ideas y actividades del planeador financiero ayudan a consolidar y modificar la estructura inicial del proceso administrativo, para hacer frente a situación diferente o cambiante que él puede percibir más rápidamente y fácil que un grupo. | Organización | En esta parte, se incluye el diseño de la mezcla de marketing que es la combinación de numerosos aspectos de los siguientes cuatro elementos: 1) el producto, 2) el cómo se lo distribuye 3) cómo se lo promueve y 4) cuál es su precio. Cada uno de estos elementos tienen por objeto satisfacer al mercado meta y cumplir con los objetivos de marketing de la organización. | Las áreas de actividad están en relación directa con las funciones básicas que realiza la empresa con el fin de lograr sus objetivos, dichas áreas comprenden actividades, funciones y labores entre las cuales una de las más importantes es la producción ya que es el proceso de transformación social de la naturaleza, mediante el trabajo y el capital | Los objetivos básicos de recursos humanos son: • Optimizar el factor humano de la empresa.
• Asegurar en el tiempo la plantilla necesaria, cualitativa y cuantitativamente.
• Desarrollar, formar y promocionar al personal actual, de acuerdo con las necesidades futuras de la empresa.
• Motivar al factor humano de la empresa.
• Mejorar el clima laboral.
• Contribuir a maximizar el beneficio de la empresa. | La planeación financiera de una empresa se nutre del análisis económico-financiero en el cual se realizan proyecciones de las diversas decisiones de inversión y financiamiento y se analizan los efectos de las diversas alternativas, donde los resultados financieros alcanzados serán el producto de las decisiones que se vayan a tomar. La idea es determinar dónde ha estado la empresa, dónde se halla ahora y hacia dónde va; si las cosas resultan desfavorables, debe tener la empresa un plan de apoyo de modo que no se encuentre desprotegida sin alternativas financieras. | Dirección | Se especifican los grupos de personas u organizaciones a los que la empresa dirigirá su programa de marketing. Luego, se incluye un pronóstico de la demanda (es decir, las ventas) para los mercados meta que parezcan más promisorios para decidir que segmento vale la pena o si se deben considerar segmentos alternativos | Para la toma de las decisiones todo sistema decisorio se nutre de información. Por lo tanto losrequisitos que debe cumplir la misma, en términos generales, son:Si la información no alimenta a un Centro Decisorio, no merece existir.A cada nivel debe llegar información correspondiente a su ámbito de control.La información debe ser piramidal, o sea condensada con criterio.La información debe ser oportuna y debe priorizarse la calidad de la misma por sobre laCantidad. | El desarrollo de los recursos humanos es un esfuerzo planeado y continuo de la dirección para lograr mejores niveles de competencia de los empleados y el desempeño organizacional mediante programas de entrenamiento, desarrollo personal y desarrollo organizacional. La adecuada planeación, desarrollo y evaluación de los Recursos Humanos, es un método efectivo para enfrentar varios de los desafíos que ponen a prueba la habilidad de las organizaciones modernas. | El análisis de las decisiones financieras se sitúa dentro del área de la Dirección Financiera y constituyen el nexo de unión entre la teoría financiera y la política financiera. Debido a las interacciones existentes entre las decisiones financieras y a su interrelación con el objetivo de la empresa, la Dirección Financiera se ocupa de evaluar el efecto combinado de dichas decisiones sobre el objetivo financiero. | Control | El responsable de Marketing debe fijarse los objetivos para las distintas áreas de responsabilidad de su departamento y deberá verificar si las acciones puestas en marcha se van cumpliendo con total y absoluta precisión en función de los objetivos previstos, y los resultados reales deberá trasladarlo a la Dirección General con exactitud y con rapidez, para el conocimiento de la misma. | Dispositivo Sensor (Dispositivo de Control): es donde se captura la información operativa, o sea la realidad. Allí debe estar perfectamente definido lo siguiente: Variable a controlarInstante en que se controlaProcedimiento de controlPuntos de control | La auditoría de recursos humanos puede definirse como el análisis de las políticas y prácticas de personal de una empresa y la evaluación de su funcionamiento actual, seguida de sugerencias para mejorar. El propósito principal de la auditoria de recursos humanos es mostrar cómo está funcionado el programa, localizando prácticas y condiciones que son perjudiciales para la empresa o que no están justificando su costo, o prácticas y condiciones que deben incrementarse. | Proporciona información acerca de la situación financiera de la empresa y del rendimiento en términos monetarios de los recursos, departamentos y actividades que la integran.

Establece lineamientos para evitar pérdidas y costos innecesarios, y para canalizar adecuadamente los fondos monetarios de la organización, auxiliando de esta manera a la gerencia en la toma de decisiones para establecer medidas correctivas y optimizar el manejo de sus recursos financieros. |

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