Archive for June, 2013

College System

The management at this time must be very identified with scenarios that are becoming increasingly aggressive behavior, where the companies should be clearly identified with their plans and having a diagnosis of the behavior of economic scenarios, the environment wherein unfolds the company, to do this, should be supported in models, tools and knowledge that administrative science has been bringing in recent years. Among them is the Viable system model, which helps them to understand the requirements necessary to maintain as Morales clemency points out organizational stability, both internal and external. In turn, the ability to develop that require organizations to adapt and learn whether same are fundamental requirements to ensure its viability. It is strongly recommended not to forget, that the organizational viability depends on continuous shared understanding of employees about strategies, objectives and goals to achieve. The idea is to create cycles to be troubles to adapt to each situation of change and modeling the Organization so that you can understand in its total operation, desegregating the structure in different levels, allowing you to see the organization composed of small organizations. The Viable system model, allows you to the organization survive as system through regulatory mechanisms. Remember, as reported us the complexity of indeterminacy is absorbed along its structure.The Viable system model, represents the meta-model that describes self-organization and self-construction of any biological system, mechanical or social. When referring to this model it is necessary to go back to Stafford Beer, which is known as reminds us Walter Zegarra, was born in 1926 in London. After his initial studies in mathematics, philosophy and psychology at Whitgift School and at the University of London (University College), World War II cut short his studies to be mobilized to form part of the English army which came to be the Gurkha Company Commander and finally military psychologist with the rank of captain.

Dominican Republic

To the 2,121,000 motor vehicles registered with the Directorate General of internal taxes of the Dominican Republic at December 31, 2007, would add 112,030 for the first six months of 2008, then ascending to a total of 1,233,030 vehicles. Which is not to say that this really is the size of our vehicle field, since there are many uncertainties regarding the number of motorcycles, presumably greater than 20%.Of the total volume of registered vehicles about 45% is motorcycles. Becoming a population sector anxiously sought for political proselytizing, without taking into account posed a pump of traveling time by weaknesses in regulations governing the Republic Dominicana.Con a population of 9.34 million, US$ 85.4 billion dollars of gross domestic product in the past year; a road network of approximately 18,000 kilometres; indicators of accidents on waterways of Dominican Republic which must be calculated that pay particular attention: a rate of motorization social surrounding of 4 currently, while the rate of mortality per 100,000 population in traffic accidents nearly 16. Obvious institutional weaknesses of the sector traffic and transportation, as well as relative interindependencia; a law of land transit in obsolescence; the incomplete process of obtaining licenses to drive, despite great progress in some points of the system, as it is the case of the preparation of this document. It requires a deep work in the issuance of the certificate and registration certificate through a grant of the vehicular technical review; also, demanding a critical revision of the regulations of the driving schools. They are some of the features that presents the sector in our country.Dominican society requires a reordering of the transit and transport at the earliest opportunity that fence hand with a comprehensive National Plan for road safety and also of the Plan of development (e) The national road infrastructure investments.


Already for more than one decade of years ago many national companies have been initiated and implemented quality management systems, either by factors as the idiom, requirements of clients or by the awareness that is necessary that this is to be able to initiate a climbing in search of competitiveness. The first two factors, idiom and/or the customer’s requirements, have led companies to simply rely on the fulfilment of requirements specified by ISO 9001, which they have not been able to experience as a whole, all the real management systems benefits can bring as a consequence to the Organization and its productivity in general. This aspect has come to even create a false general thinking that quality standards are a new bureaucratic and step without real benefits that must be met to keep abreast with international requirements. However, the companies that chose to implement quality management systems by own conscience of the importance and contribution that these can bring benefit for productivity and competitiveness organizational they have encountered a difficult road, where the implementation of administrative principles as the subordination of the individual to the collective interest, or the application of theories motivational for officials of companies give their best for the benefit of the Organization, have not produced the expected results and have come to delaying implementation programs, and in some cases to thwart their officers arriving at a stalemate. Implantation of management systems, as a tool of continuous improvement, that seek to permanently raise the efficiency and productivity of constant should be an organizational objective which all officers are compromised by the very fact of everything that represents (functions and clear objectives, order operations, better working environment, better image to clients(, chances of a better remuneration before best revenue of the company, among others).