Proposal evaluation and continuous improvement of the Business Management System of the Institute of Animal Science
| Páginas | 93-107 |
| Fecha | 01 Enero 2018 |
| Fecha de publicación | 01 Enero 2018 |
| Autor | Luis Sandor |
| Materia | Derecho Público y Administrativo |
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
Proposal evaluaon and connuous improvement of the Business
Management System of the Instute of Animal Science
Evaluación de la propuesta y la mejora connua del sistema de gesón de
negocios del Instuto de Ciencia Animal
(Entregado 03/10/2017 – Revisado 26/09/2018)
Luis Sandor
Institute of Animal Science
sandor@ica.co.cu
Abstract
Commercial System Management Institute of Animal Science is evaluated applying a Model of
Business Excellence from the results derived from a rigorous and extensive literature review on modern
theories and approaches associated with trade and business management, as well as methodologies
that allowed for an assessment systemic, multifactorial and inclusive, corresponding to the narrow
natural link between the evaluated activity and business management of an organization. It´s applied
the European Model of Business Excellence, which allowed the characterization with a great level of
detail the main deciencies associated with Leadership, Policy and Strategy, Resource Management,
Human Capital and Processes, staff satisfaction and Customers, and Business Results Impact on
Society, which do not favor an appropriate commercial management the products of science in the
institution. Moreover, they applied specially designed by the author surveys that complement and
extend the study to achieve the objectives. We show that the current conception of the organizational
structure and management system ICA business does not contribute to effective marketing products
and services mentioned the absence of a specialized team, with dened responsibilities and its own
budget, to ensure the link naturally between the market and researchers; hence, the need for ensure
the new conception the natural link between the functions of the researchers and business managers;
the rst, as responsible to ensure the scientic characteristics - technical products and services;
the second, of all those linked to the security and safety marketing. At the same time, measures and
means proposed for the improvement of the evaluated system, ranging from a proposed structure for
commercial management system, to theoretical concepts and practical applications.
Keywords: EFQM model, Business Management, Sales Management, Evaluation
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
Resumen
El sistema comercial de gestión del Instituto de Ciencia Animal se evalúa aplicando un modelo de
excelencia empresarial de los resultados derivados de una revisión rigurosa y extensa de la literatura
en las modernas teorías y enfoques relacionados con el comercio y los negocios de gestión, así como
metodologías que permitieron una evaluación sistémica, multifactorial e integradora, correspondiente
al estrecho vínculo natural entre la actividad evaluada y gestión empresarial de una organización.
Este aplica el modelo europeo de excelencia empresarial, que permitió la caracterización con un
gran nivel de detalle las principales deciencias asociadas con el liderazgo, política y estrategia,
gestión de los recursos, capital humano y procesos, satisfacción del personal, clientes y negocios, así
como sus resultados e impacto en la sociedad, que no favorecen a una adecuada gestión comercial
de los productos de la ciencia en la institución. Por otra parte, aplica diseños especializados por los
estudios de autor que complementarán y ampliarán el estudio para alcanzar los objetivos. Mostramos
que el concepto actual del sistema organizativo de la estructura y gestión empresarial de ICA no
contribuye a la efectiva comercialización de los productos y servicios mencionando la ausencia de
un equipo especializado, con responsabilidades denidas y su propio presupuesto para asegurar
el enlace natural entre el mercado y los investigadores; por lo tanto, la necesidad de asegurar la
nueva concepción del vínculo natural entre las funciones de los investigadores y administradores
de empresas; el primero, como responsable de garantizar las características cientícas - técnicos
productos y servicios; el segundo, sobre todo las relacionadas con la seguridad y comercialización
de seguridad. Al mismo tiempo, las medidas y los medios propusieron para la mejora del sistema
evaluado, que van desde una estructura propuesta para el sistema de gestión comercial, a conceptos
teóricos y aplicaciones prácticas.
Palabras clave: Modelo EFQM, gestión empresarial, gerencia de ventas, evaluación.
1. Introduction.
In an extensive and rigorous work of Deming (1989), which analyzes by what about the loss of
competitiveness of many companies in the world, It raises emphatically that this problem is given by
a lack of business management with integrative, systemic and systematic nature; in this regard, states
that such approaches constitute true theoretical and practical tools to manage a business.
Harrington (1997), Hayden (1998), Gonzalez, A. (2000, 2002), they agree that the trend
increasingly growing globalization of the economy and international trade, together with technicians
made scientic achievements have signicantly elevated the role of management and, within it, the
commercial management, as a true system composed of several factors closely interrelated, thus
becoming a factor determinant in production processes and services of any organization. In fact,
many authors consider that understand or not, will be the foundation for a business succeed or fail in
its management aspect raised with emphasis by Luis and Luis (2005).
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
An organization that wants to ensure that customers have a positive vision and opinion
it and its products, must manage the product itself, its price, its relationship with
customers, suppliers and its own employees, own advertising various means and media, and
the presence in the media (public relations). All this is part of Marketing, or Commercialization, and
it should be taken into account to design, organize, execute and control the marketing function of the
organization.
The incorporation of the aforementioned concepts can be an element that contributes the
establishment of appropriate building socialism proportions, studying as a source of customer needs,
expectations and desires to satisfy, to plan production rationally as having the same center. In Cuba,
this interpretation, it can be used as a tool in the service of building socialism to achieve two goals:
efciency in production and services and the increasing satisfaction of needs, desires and expectations
customers.
Similarly, the trend increasingly growing globalization of the economy and business, together
with the technical scientic achievements worldwide, have signicantly elevated the role of the
marketing of products and services derived from knowledge, innovation and technology as a
determining factor in the market, which requires companies and organizations dedicated to these
issues improve their business management systems according to the context and requirements current
market (Luis, 2010).
This is evident dened the concept of Innovation is analyzed by numerous authors, from the
support provided by Schumpeter (1967) to those provided by Drucker (1981, 1998); Pavon and
Hidalgo (1997); Luis (2000); Knott (2003) and Avermaete et al. (2004). Then the denition given
by Pavon and Goodman (1976) exposed by his closely related to the objectives of the work: “...
a systematic and deliberate process by which they purport to alter certain factors of the company
and are designed new ideas which, once developed, allow the placing on the market new products
or processes, adoption by the company of new structures organizational, employment and new
business management techniques. “ In knowledge, many have been the denitions that have been
offered to this term throughout history, among which stand out for their content, of Foster (1987),
Benavides (1998); (2003); Sbragia and Ozorio (2004) and Perez and Adarmes (2005). However, it
is considered that offered by Pavon and Hidalgo (1997) is very appropriate and relevant in relation
to the object of study supports this work, “... the system of knowledge and information derived from
the research, experimentation or experience and which, together with methods production, marketing
and management of its own, can create a form reproducible or generate new or improved products,
processes and services “.
The concept of technology transfer, so new in some sectors, insufcient in more advanced
areas of collaboration where we should refer to share the “savoir faire”, the “know how” or simply
“knowledge”, as claimed by Sanz and Giral (2001). These authors believe that new concepts and
incorporate complex categories such as technology management, technology strategy and technology
consulting aspects; without forgetting that technology transfer benets when the company also
has a qualied human capital, namely technologists, science teachers and doctors in science and
technology.
The term is, according to Vargas (2004) is the dynamic axis systems it productive through
which seeks to achieve greater equity, productivity and competitiveness in the new scenario of trade
liberalization. The latter is a condition that arises as a result of the world economic order, changes in
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
trade and increasing international ows of human resources and capital.
Its importance is such that still continue provided input on the subject in the most recent
international literature; Examples are the work of Swamidass (2003), Lucchetti (2004), Fabiani et
al. (2005) and Bayo and Lera (2007). As you can see, the marketing of products associated with the
knowledge, science, innovation, technology and technology transfer, is an interesting and complex
issue that must be addressed carefully, since it brings together a set of requirements that personalize
and differ from traditional concepts associated with the term. In this regard, the Cuban livestock
sector, the results are not optimal because it does not correspond to demand, or express the productive
potential that, in this inuence aspects transiting economic, social and political, with a large impact
on the national scene.
These problems may be brought about largely by the limited experience regarding the
most appropriate way to manage and market the products and services derived from Technology
Management, Innovation and Knowledge, coupled with inadequate preparation of the related
technical and professional staff and accountable to business management and, in particular, with
management trade in the products concerned, in particular in relation to the market characterization,
their needs, expectations and real possibilities for acquire and implement such products and services.
Suarez (2002, 2003) states that these disadvantages are certain or very inuenced by the
absence of procedures to allow companies to diagnose and assess the technological processes,
monitor their technological and competitive environment, develop technological development plan
in the framework of a technological strategy that corresponds to the overall strategy of the company
and to enable it to enrich and improve their technological heritage, and protect its products and
technologies.
It is appropriate to comment in relation to the previous idea, that in a scenario in which
It intends to market the aforementioned products, the overall strategy of the company
It must be conceived largely on the basis of the results derived from systematic monitoring of
the environment through which the needs are detected and customer expectations and technological
development of competition without compromising their own development, so that allows you to
enrich and improve their technological heritage, and protect its products and technologies. Such
reasoning to suggest the need for more researchers become more managers and the managers become
more researchers. As can be seen, the business world has undergone a major transformation in recent
years. Customers today expect products are high quality, provide broad benets and acquired at
a low price. These expectations are the result of rapid technological progress and the upsurge in
global competition, pushing companies to become more competitive and take strategies for business
excellence.
Similarly, it is essential to point out two important ideas: rst, market is increasingly closed
for goods, services and products that are not of high quality, and for organizations that are not able to
demonstrate that they can meet the expectations of their customers; second, that quality is impossible
to achieve without a new conception of system business and commercial management based labor
organization, labor relations, management of human capital, methods of management and leadership
and application of scientic technical approaches character system (Luis, 2005).
Failure to do so would imply not act in accordance with the present moment in which the
management of a company can not be solely focused on its core business, product or service provided,
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2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
and that is its purpose, but should focus on all and each of its different activities, namely: leadership,
policy and strategy, people management, resources and processes, customer satisfaction, its human
capital and, of course, their business and social impact. Martin and Luis (1998) argue that achieving
this goal in the specic context of the business and commercial management in Cuba, involves
overcoming really formidable obstacles: technological limitations, dependence on external inputs,
failures in work processes, insufcient culture quality and business, methodological approaches and
address is not updated on the basis of efcient management of its human capital, change current
labor relations, leadership, achieve a participative style and aware of all workers, decentralization
of activity and authority , tolerance to new ideas, transparency and timeliness of information and
other reasons this order. Well, that will require a revolution in thinking, which derives a different
way not only to think but to act, and change not only the way Cuban entrepreneurs see the world, but
much more, your way of living in the world. Everything raised so far to the transfer is particularly
important for the projection of future activities of the Institute of Animal Science (IAS), which
has been dedicated to the development of research in the eld of animal production, technologies
in different production systems and scales and training technicians, professionals, producers and
specialists to Cuba and the tropical area.
Today, as a logical consequence of the changes and transformations taking place in the
country in order to improve and strengthen its socialist economic model, the IAS makes an attempt
to strengthen the marketing of products and services derived from their research. Consequently, the
need for changes and modications in the design of its current management system in order to adapt
to new circumstances and scenarios is evident.
On the premises the elements described above, the evaluation of their management
Business is done through the implementation of a Business Excellence Model, EFQM as
being a tool to conduct a comprehensive self-assessment of the management of any company. Such
application shall take into account and try to generalize the most signicant elements and best
experiences from their implementation, based on that managers and workers themselves learn to
identify their problems and develop a plan of action consistent approach. A valuable by adopting the
EFQM Model as a tool for self-assessment aspect is that it allows an objective of the key elements of
the business strategy in its close relationship and dependence of business strategy review as well as
the evolution of a program solidly based improvement, all while it is allowing periodic evaluations
of each of the criteria for determining the degree of development and to facilitate the identication
of potential areas for improvement. Normally, the benets derived from the application of this
approach far outweigh the costs required according to studies by Luis (2006), Luis and Luis (2009)
and Membrado (2008). In addition, it can serve to promote and focus the efforts of company staff,
improvements in the organization as a basic strategy of its commercial and business management, a
road or path to excellence.
The paper has as main objective to determine the main objective and subjective problems in the
commercial and business management of the institution as well as the main causes associated with
it; at the same time, propose a plan of action with a systemic approach that will contribute positively
to its continuous improvement, with its logical economic, social and cultural impact of the company.
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
2. Literature review
2.1. Business Management
Many scholars of the concepts and theories related to the subject of management
business, for many years, consider them as the most consistent and effective to manage in
system form a company and lead the destinies of it to success criterion which coincide Albrecht
and Bradford (1990), Juran (1992, 1993), Harrington (1997), Ishikawa (1998), González A. (2000,
2002), Luis and Luis (2005, 2009), to broach the subject with emphasis on quality management and
its relation to business management.
All business management will be based on the strategy that for this purpose the undertaking
proposes; and this is nothing but the set of guidelines, goals and means are identied in order to dene
a path to the company and is the framework that denes the scope of it, allowing the integration of
activities and purposes of its various areas and staff, in particular to point out the scope, limitations
and priorities to do business and their impact on the activities of each (Menguzzato and Renan, 1997;
Mintzberg, et al, 1997; Mintzberg, 1992). Donnithorne (1994) argues that the business strategy must
be properly managed and controlled by the top leadership as a system and not isolated elements
that respond to particular or specic interests of a given time, considering that the company is a
complex set people, resources, processes, cultures, which is constantly changing as the surrounding
environment; therefore, the company must rst know what goals to be routed and then lead and
coordinate all efforts to achieve these goals. Towards this, among other important elements, it should
be directed the management of a company.
In the world, there have been various methodological approaches to address linked to strategic
business management processes such as those mentioned by Mantilla and Valdes (1996), Kasttner
(1997), Porter (1997, 1998, 1999), Hayden (1998), or referred to and carefully reviewed by Luis (2000,
2000a), Luis (2005, 2005a), Luis (2006). Others like Madrigal (2000) have alluded to the importance
of incorporating Integrated Management Systems as an inescapable reality of its importance.
Thus, and for the effective performance of work is evident the need introduces technologies
and knowledge that have already been used in the world satisfactory, adequate and adjusted to
the characteristics and peculiarities of the country and the company under study results as well as
professionals and workers who will use them (Luis, 2000), criteria previously exposed one way
or another in Cuban conditions Bode (1986), Gomez Trueba (1990). Similarly, they can be very
interesting concepts and approaches provided by Madrigal (2000), which, no doubt, must be properly
inserted and applied in the management of Cuban enterprises and particularly for the case it presented.
The experiences analyzed have shown that the method used should be applied taking into
account the particular characteristics of the organization in the which wants to implement, as well as its
environment and the specic time in which you intend to use. In short, it is important to understand that
no methodology has been without criticism and should not be generalized application (Deming, 1989;
Albrecht, 1990) and selected must take into account the country, place or senior management interest in
its application. The employee during this investigation as a method of self-evaluation will be the EFQM
model, already used with successful results in different productive sectors in Cuba and other countries
for Figari (1996), Luis (1997, 1997a, 1997b, 1997c, 1997d), Luis (2000), Luis et al. (2005) and Luis
and Luis (2010), primarily for conducting business diagnostics companies with different corporate
purposes, including trading companies. A detailed analysis of the same will be done later.
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
3. Development
On the premises the elements described above, the evaluation of its business management is
done through the implementation of a Business Excellence Model, EFQM as being a tool to conduct
a comprehensive self-assessment of the management of any company. Such application shall take
into account and try to generalize the most signicant elements and best experiences from their
implementation, based on that managers and workers themselves learn to identify their problems and
develop a plan of action consistent approach.
A valuable by adopting the EFQM Model as a tool for self-assessment aspect is that it allows
an objective of the key elements of the business strategy in its close relationship and dependence of
business strategy review as well as the evolution of a program solidly based improvement, all while
it is allowing periodic evaluations of each of the criteria for determining the degree of development
and to facilitate the identication of potential areas for improvement.
Normally, the benets derived from the application of this approach far outweigh the costs
required according to studies by Luis (2006), Luis and Luis (2006, 2009) and Membrado (2008).
In addition, it can serve to promote and focus the efforts of company staff, improvements in
the organization as a basic strategy of its commercial and business management, a road or path to
excellence.
4. Materials and Methods
European Business Excellence Model (EFQM for its acronym in English), which seeks to
promote management approach leading companies to sustained excellence was used for the evaluation
of Business Management System at the Institute of Animal Science. This approach is based on nine
Fundamental Principles of Excellence, Leadership, Policy and Strategy, Resource Management,
Human Capital and processes, staff satisfaction and Customers, Business Outcomes and Impact on
Society, constituting a valuable instrument diagnosis, planning and decision making, having the great
advantage that it can be used with or without the help of outside experts or consultants.
The structure of the EFQM excellence model is a non-prescriptive framework based on nine
criteria. Five of these are Enablers and the remaining four results. The criteria refer to a facilitator
organization dealing ago, while those related to dealing with what results the organization achieves
by (Simon and Garay, 2008). It could therefore be said that the results are a consequence of Enablers,
and that they are improved using information from the results through innovation and learning as
shown in Figure 1.
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2631-2913 EN LÍNEA. LATINDEX 22989. Enero – diciembre 2018
VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
For the self-assessment questionnaires own model was used for the evaluation of Business
Management System. The questionnaire, designed to be answered individually and subsequently
make integration has four levels of response, represented by the letters D, C, B and A. All responses
D, C, B and A, indicate the level of development in question to be answered by the evaluator. Answers
to indicate an excellent orientation and development aspect evaluated, and it behooves a value of 100
points. B responses indicate good orientation and development in that area, and it behooves a value
of 67 points.
Unlike the above, the responses C and D indicate an orientation and development assessed
regular and bad appearance, and they are given values 33 and 0 points, respectively. In this way, the
answers to this questionnaire will indicate, by the type C and, especially, those of type D, the weakest
points of the company according to the criteria of the European Model of Business Excellence. With
them you will have the list of actions to take, including setting priorities and draw up a plan for
improvement.
The evaluation of each criterion was performed by the following equation [1]:
EC =a⋅b
r
[1], where
EC: Evaluation criteria
a: Score corresponding (A, B, C or D)
b: Number of responses.
5. Results and discussion
In tables 1 to 4 are shown, the main aspects are evaluated through the European Business
Excellence Model, with different organization of the results for ease of explanation and understanding.
Table 1 shows the qualitative results associated with each of the different types of questionnaire
responses self-assessment, once applied in all directions and on the basis of a total of 80 respondents
are presented.
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Luis Sandor (Instute of Animal Science) VISIÓN EMPRESARIAL N° 8, pp. 93 – 107. ISSN 1390-6852. ISSN
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VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
From that table it is appreciated that a total of 4,875 responses are associated with the levels D
and C; of this, 2,620 correspond to the rating of D, and 1,630 to the grade of C. In percentage terms
these values represent 53.69 and 33.40%, respectively, with a grand total of 87.09%. (See Tables 2,
3 and 4).
Grades B and A were granted only 630 responses total of 4875 possible, representing only 12%
as can be seen in Table 2. Of this total, 11% corresponds to ratings of B and only 1% to A. ratings
The higher absolute values of responses D correspond to Customers criteria: Results (890),
processes (370), company results (360) People (260) and Leadership (230), representing 0.70
percentage values; 0,46; 0,64; 0.41 and 0.58, respectively. (See Tables 1 and 2).
The highest values of responses C correspond to Customers criteria: Results, Processes (300)
People (250), People Results (190), Leadership (130) and results of the company (120), which
represent percentage values 0.26; 0.38; 0.39; 0.48, 0.33 and 0.21, respectively. (See Tables 1 and 2).
In analyzing the responses of type B, which denote certain development in the criteria
evaluated, note that the best values are associated with processes (120) People (100), results of the
company (80) and Policy and Strategy (60). It is noteworthy that the above criteria match the higher
values of negative responses such as C and D.
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VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
In the case of staff management criteria and processes responses of type A can also be seen,
which favors them in terms of total score, denoting some development on some of the aspects
evaluated in the above criteria. type responses are also seen in the policy and strategy (10) and
Society Results (5) criteria.
The best combination of positive responses of type A and B is obtained in the criteria Persons
(65), Processes (65) and Leadership (40). Hence, its favorable location in the score when compared
to the rest of the criteria.
It is interesting to note from the perspective of combined analysis of the tables as the criteria
8, 2, 4 and 9, corresponding to Impact on Society, Policy and Strategy, Alliances and Resources and
results of the company are the best placed among all evaluated. However, their values are markedly
lower if are compared with those reported by successful companies.
This observation, apparently favorable to the above criteria, will no longer be if the score
obtained by each of them after the comprehensive assessment of each type of response is analyzed.
This analysis is clear in the sense that the impact on society (35.31) and Policy and Strategy (31.19)
criteria occupy the top two places in that order, while the criteria Resources (19.72) and results
of the company (16.64) occupy places 6 and 8, respectively, among the nine analyzed. The most
unfavorable position corresponds to criterion Customer Satisfaction (11.65).
Finally, the order corresponding to each criterion within the order by score after comprehensive
analysis of all responses, according to Table 1 is:
1. Leadership: 17.43
2. Policy and Strategy: 31.19
3. Persons: 28.05
4. Partnerships and Resources: 19.72
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VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
5. Processes: 23.19
6. Person: Results: 11.65
7. Customers: Results: 20,70
8. Society Results: 35.31
9. Results in: 16
A logical consequence and demonstrates the difculties associated with commercial
management system of the organization linked to the products and services derived from science
interpreted from the previous scores are the results criteria Leadership, Partnerships and Resources,
Processes and People: Results; the rst three considered among the agents, which explains the
negative impact on customer satisfaction and business results.
As a result of the low values of each of the above criteria, a global company score only 20% is
obtained. This is an interesting indicator denoting the need for continuous improvement of enterprise
management system of the company as a preliminary step to achieve a positive impact on improving
business management.
Leadership, Policy and Strategy, People, Partnerships and Resources and Processes have to
be more focused in terms of the issues raised in the corporate purpose of the institution, if it is to
implement the desired and necessary policy market products and services derived from science and
as a way to improve results.
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VISIÓN EMPRESARIAL Nº 8
ESCUELA DE ADMINISTRACIÓN DE EMPRESAS Y MARKETING
Proposal evaluation and continuous improvement of the Business Management
System of the Institute of Animal Science
This involves making interesting and conceptual changes needed, ranging from business
strategies and consequently in shaping the organizational structure.
For the same the preparation of a derivative action plan and in accordance with the results of
the evaluation of Business Management System is necessary. Following the logic of the Business
Excellence Model, measures should be proposed criterion by criterion on the basis of the score
obtained by each of them, according to the types of responses associated with each question. Its
development is founded on the matrices of the model itself.
6. Conclusions
1. The application of modern methodologies and techniques used in the work allowed
diagnose and evaluate a system approach and participation of all departments, the main
elements associated with the enterprise management system and business of the Institute
of Animal Science, with special emphasis on products and services derived from science.
2. With the new political and economic changes that the country is suffering as a result of the
new guidelines of the Party the direction of the Institute shall starring greater leadership in
the marketing process to achieve greater results in a market that will become increasingly
competitive for the companies.
3. The process of trade management has to be analyzed and a system approach, not as a
separate process within the Quality Management System of the center.
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