LMK 014 Business Simulation

SANTANDER UNIVERSITY DIRECTORY
Dr. Enrique Javier Navarro Flores

Rector
Dr. Eva Adriana García Núñez
Vice-Rector General
Dr. Pedro Alfonso Alemán
Academic Vice-Rector
Dr. Teresa Díaz
Director of CICIP
Dr. Adriana García
General Manager.
Dr. Luis Jiménez Zúñiga

Director of Strategic Design.
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PAGE
CONTENT .
Welcome. 9
Instructions. 10
Pedagogical elements of support for learning. 11
MAPPA (Personalized Learning Model of your Academic Project) your educational path. 12
General objective of the subject. 15
Specific objectives. 15
Progress log/form. 17
Thematic MAPPA of the subject "Business Simulation". 19
Nomenclature of the thematic MAPPA of your subject. 20
Becoming aware. 21
Exploring my knowledge. 22
Evaluation rubric. 23
Registration of qualifications. 24
Study recommendations for the subject. 25
THEMATIC CONTENT AND LEARNING ACTIVITIES

RESEARCH PLANNING.
Learning activity 1. 28
1.1. Research background. 29
1.2. Objectives of the research. 32
1.3. Systems (production, marketing, and quality). Fundamental concepts. 32
UNIT 1
Product 1. 38
1.4. Central hypothesis. 41
1.5 Complementary hypothesis. 41
Product 2. 42
1.6. Research design. 45
Product3. 48
MARCO TEORICO.
UNIT 2
2.1. What are the systems in the continuous improvement of the company? 53
2.2. What research has been done in the technical field of the proposed research? 56
2.3. What psychological, social, political, economic and financial elements are related
57
to the efficiency of systems in companies?
Product 4. 59
RESEARCH GUIDE AND TOOLS.
3.1. Research guide of management and organization in the company. 64
3.2. Guide to market analysis. 66
UNIT 3
3.3. Guide for operational technical analysis in the company. 67

3.4. Guide in process analysis. 70
3.5. Guide for the application of the questionnaire of motivation for work. 72
3.6. Guide for the application of the questionnaire of managerial beliefs. 73
3.7. Guide for the application of economic and financial questionnaires. 74
Product 5. 75
APPLICATION OF MECHANICS.
4.1. Knowledge of the company. 80
Product 6. 82
4.2. Study of the financial structure. 85
UNIT 4
Product 7. 88
4.3. Short-term decision-making. 91
Product 8. 93
4.4. Information Management. 96
Product 9. 99
RESEARCH REPORT.
5.1. Purpose of the report. 103
5.2. Scope of the report. 103
Product 10. 105
5.3. Evaluation of the company's systems. 108
UNIT 5
5.4. Evaluation of the management and organization of the company. 108

5.5. Evaluation of the technical capacity of the company. 108
5.6. Assessment of social capacity. 108
5.7. Evaluation of economic and financial management. 108
Product 11. 110
5.8. Conclusions of the report. 113
Product 12. 115
Closure of the subject. 117
Bibliographies and general sources. 118
My university, My space, My time
WELCOME.
Hello my name is Jorge, and I will accompany you in

the course of your subject.
Dear student, we welcome you with open arms and very happy for the effort and value you have
put into each of your subjects, you are about to start a new subject, "Simulation and
mpresarial", it is the beginning of a new experience in your life, in this way it is our desire that
these contents provide you with the skills and values necessary for an excellent professional
performance.
Perseverance and attitude are the path to success.
INSTRUCTIONS.
BUSINESS SIMULATION 9
First identify the structure of your teaching guide, as well as the various pedagogical elements of
support that will help you with your learning; In this work, you will find a Personalized
Learning Model of your Academic Degree Project (MAPPA), to later place you in the study
of the subject “Business Simulation" that is part of your curriculum.
To develop your learning, this guide is made up of units, learning activities and products, which
you will identify, study, review and solve through a route formed by Casillas called MAAC,
which refers to the path you will travel to pass your subject.
The boxes represent thetopics that make up your subject syllabus, each box can be made up of a
topic. In this case the subject "Business Simulation" consists of 12 boxes, remember that the
cycle of each subject lasts four weeks, it is suggested that you dedicate at least two hours a day in
the advance of each box.
The guide presents a Progress Record or form that will help you monitor and supervise your
progress in your Thematic MAPPA, and at the end of this section, you will find a table that
indicates the maximum qualification to which you can aspire, the total of products to be made
and the equivalent value to each product. To obtain your final grade, your advisor evaluates and
counts each product made and assigns you a rating.
The Nomenclature section of the Thematic MAPPA describes the progress criteria with respect
to each box (learning activity and product).
Always remember to read the section Becoming aware and perform the corresponding exercise,
as it is part of your learning and, above all, induces you to raise awareness about the importance
and relevance of your subject in your professional training.
In the section of Exploring my knowledge you are invited to fill in the first two rows of: "What I
know" and "What I want to learn", developing this exercise is very important, since your advisor
identifies your level of training in relation to the subject and your interests. The "What I learned"
row should be filled in at the end of your course.
Evaluation Rubrics are scoring guides used in evaluating student performance that describe the
specific characteristics of a product, project, or task at various performance levels, in order to
clarify what is expected of the student's work, assess its execution, and facilitate feedback,
(Andrade, 2005; Mertler, 2001).
In the section of Registration of qualifications you can make the emptying of the score
obtained by each product, and obtain your final qualification, remember that it is only a
guide, the final qualification is assigned by your advisor, that is why it is recommended that you
make all your products located in each box.
In the section Study recommendations for the subject you will find a series of suggestions for
the study of your subject and favor your meaningful learning.
In the Thematic Content and Learning Activities that represents the set of boxes, you will find
the units, learning activities, products, my location, bibliographies and sources.
PEDAGOGICAL ELEMENTS OF SUPPORT FOR LEARNING.
Bibliographic
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Audiovisual material
know?
support Concepts and definitions
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BUSINESS SIMULATION
that is provided to you is about and make your
These are
understanding more efficient.
not part of the evaluation criteria.
MAPPA (PERSONALIZED LEARNING MODEL OF YOUR

ACADEMIC PROJECT) YOUR EDUCATIONAL ROUTE.
The Bachelor's Degree in Marketing with Emphasis in Research and Teaching consists of 40
subjects, the school year is four weeks; that is, you have four weeks to develop and accredit a
subject in the non-school or online modality.
At Universidad Santander you can take up to four subjects together in a school year, and finish
your curriculum in 10 months, if you wish, that is why it is considered a personalized learning
model, you decide at what time, place and time to carry out your learning activities and products,
as well as the number of subjects to study in each school year.
In your educational route you will be able to identify where you are located and the path you
have to travel to reach the goal that translates into obtaining your professional degree.
"Entrepreneurs on average fail 3.8 times before they succeed. What distinguishes the most
successful is their incredible persistence." Lisa M. Amos.
YOUR EDUCATIONAL ROUTE OF THE

DEGREE IN MARKETING WITH EMPHASIS ON RESEARCH AND TEACHING
12 BUSINESS SIMULATION
CICLO
LMK001 OBLIGATORIA LMK002 OBLIGATORIA LMK003 OBLIGATORIA LMK004 OBLIGATORIA
1 INTRODUCCIÓN A LA
FUNDAMENTOS DE
COMUNICACIÓN MATEMÁTICAS INVESTIGACIÓN, LA INNOVACIÓN Y
MERCADOTECNIA
LOS PROYECTOS PROFESIONALES
2 INTRODUCCIÓN A LA DOCENCIA Y
INGLÉS I MICROECONOMÍA FUNDAMENTOS DE VENTAS
EL DOCENTE CREATIVO
LMK009 OBLIGATORIA LMK010 OBLIGATORIA LMK011 LM K006 OBLIGATORIA OPTATIVA
3 METODOLOGÍA DE LA PLANEACIÓN DIDÁCTICA

INGLÉS II OPTATIVA ESPECIALIDAD I
INVESTIGACIÓN I ARGUMENTADA
4 INFOTECNOLOGÍA E ESTRATEGIAS DE ENSEÑANZA

MACROECONOMÍA ESTADÍSTICA INFERENCIAL
INVESTIGACIÓN DOCUMENTAL APRENDIZAJE
LMK016 LM K011 OBLIGATORIA OPTATIVA LMK017 OBLIGATORIA LMK018 OBLIGATORIA
5
INGLÉS III OPTATIVA ESPECIALIDAD II ADMINISTRACIÓN DE VENTAS MERCADOTECNIA INTEGRAL
LMK019 LM K009 OBLIGATORIA LMK020 OBLIGATORIA LMK021 LM K016 OBLIGATORIA OPTATIVA
6 METODOLOGÍA DE LA
EVALUACIÓN DEL APRENDIZAJE INGLÉS IV OPTATIVA ESPECIALIDAD III
INVESTIGACIÓN II
7 METODOLOGÍA DE LA COMPORTAMIENTO DEL PLANEACIÓN ESTRATÉGICA Y PRONÓSTICO PARA LA TOMA DE

INVESTIGACIÓN MERCADOLÓGICA CONSUMIDOR OPERATIVA DECISIONES
LMK026 OBLIGATORIA OPTATIVA OPTATIVA LMK027 OBLIGATORIA
8 INVESTIGACIÓN CUANTITATIVA DE
OPTATIVA ESPECIALIDAD IV OPTATIVA INVESTIGACIÓN PROYECTO PROFESIONAL I
MERCADOS
9 MARCO LEGAL DE LA
SISTEMAS DE INFORMACIÓN MERCADOTECNIA ELECTRÓNICA MERCADOTECNIA INTERNACIONAL
MERCADOTECNIA
OPTATIVA OPTATIVA OPTATIVA LMK032 LM K027 OBLIGATORIA
10
OPTATIVA ESPECIALIDAD V OPTATIVA ESPECIALIDAD VI OPTATIVA DOCENCIA PROYECTO PROFESIONAL II
ÁREAS TOTAL DEL PLAN DE

T RONCO COMÚN ESTUDIOS
PROFESIONALIZANT E HA 568
ESPECIALIZANT E HI 4776
CR 334
Here we present the electives of the Degree in Marketing with Accentuation in Research and
Awareness that you can choose during the development of your degree, remember that there are
specialty electives, teaching electives and research electives.
OPTIONAL NAME KEY TRAINING AREA

ACCOUNTING PRINCIPLES AND PROCEDURES LMKO01
COST SYSTEMS LMKO02
CRITICAL THINKING LMKO03
TOTAL QUALITY LMKO04
PRICE-PRODUCT STRATEGY LMKO05
CREATIVE MARKETING WORKSHOP LMKO06
PACKAGING WORKSHOP LMKO07
MARKETING CHANNELS LMKO08
QUALITATIVE MARKET RESEARCH LMKO09 SPECIALTY
ADVERTISING MEDIA STRATEGY LMKO10 ELECTIVES
PROMOTION LMKO11
FINANCIAL STATEMENTS LMKO12
NEW PRODUCT DEVELOPMENT LMKO13
BUSINESS SIMULATION LMKO14
ENTREPRENEURIAL DEVELOPMENT LMKO15

PROFESSIONAL ETHICS LMKO16
SCIENTIFIC COMMUNICATION LMKOI1
RESEARCH
MANAGEMENT OF RESEARCH PROJECTS OR ELECTIVES
LMKOI2
PROFESSIONAL INNOVATION
DIAGNOSIS AND PSYCHOPEDAGOGICAL GUIDANCE LMKOD1
TEACHING ELECTIVES
EDUCATIONAL MANAGEMENT LMKOD2
GENERAL OBJECTIVE OF THE SUBJECT.

Evaluate management models and technological improvement strategies that contribute to the
integration of a culture of continuous improvement and favor decision making.
SPECIFIC OBJECTIVES.
1. Identify the background and objectives of the research, analyzing the production,
marketing and quality systems within the company, in order to achieve further growth.
2. Recognize the components of the research, analyzing the central and complementary
hypothesis, in addition to understanding its influence to achieve the objectives initially
proposed.
3. Explain the function of design within research, understanding the characteristics that
compose it, through its application in a practical case.
4. Indicate the characteristics that identify the theoretical framework of an investigation,

breaking down the continuous improvement, the psychological, social, political and
economic elements that comprise it.
5. Expose the tools that allow the research to be carried out, identifying the research,
analysis and application guides as support material to obtain concrete and accurate
answers.
6. Analyze the importance of knowing the structure of the company, in order to work in the
areas of opportunity thus achieving greater effectiveness and efficiency.
7. Identify how the financial structure of an organization is carried out, analyzing the
characteristics that make it up through the financial study.
8. Recognize the importance of restructuring the organization in the short term, through
decision-making according to previous studies achieving greater growth and permanence
in trade.
9. Recognize the fundamental elements of information management, distinguishing the types

of hypotheses and research design that make it up.
10. Highlight the importance of the report within a company, thus analyzing the areas of
opportunity to work, through the contributions provided by the scope of a report.
11. Explain the functionality of the evaluation within an organization, knowing the
parameters under which it will be carried out, this with the support of the different types
of evaluation depending on the area to be evaluated.
12. Consciously describe the conclusion of the report, so that the reader understands, more
about the topic.
PROGRESS LOG/FORM.
Here you can keep the general record of your learning activities and products and identify the
progress of your boxes.
RECORD OF PROGRESS OF THE SUBJECT:
"BUSINESS SIMULATION"
Elaborate
Qualified
approved
Boxess
Advance
Envoy
Seen
Unit name and themes
Unit 1: RESEARCH APPROACH.

1.1. Research background.
1
1.2. Objectives of the research.
1.3. Systems (production, marketing, and quality). Fundamental concepts.
1.4. Central hypothesis.
2
1.5. Complementary hypothesis.
3 1.6. Research design.
Unit 2: THEORETICAL FRAMEWORK.
2.1. What are the systems in the continuous improvement of the company?
2.2. What research has been carried out in the technical field of the
4 proposed research?
2.3. What psychological, social, political, economic and financial elements
are related to the efficiency of systems in companies?
Unit 3: RESEARCH GUIDE AND TOOLS.
3.1. Research guide of management and organization in the company.
3.2. Guide to market analysis.
3.3. Guide for operational technical analysis in the company.
5 3.4. Guide in process analysis.
3.5. Guide for the application of the questionnaire of motivation for work.
3.6. Guide for the application of the questionnaire of managerial beliefs.
3.7. Guide for the application of economic and financial questionnaires.
Unit 4: APPLICATION OF MECHANICS.
6 4.1. Knowledge of the company.
7 4.2. Study of the financial structure.
8 4.3. Short-term decision-making.
9 4.4. Information Management.
Unit 5: RESEARCH REPORT.
5.1. Purpose of the report.
10
5.2. Scope of the report.
5.3. Evaluation of the company's systems.
5.4. Evaluation of the management and organization of the company.
11
5.6. Evaluation of the technical capacity of the company.
5.7. Evaluation of economic and financial management.
12 5.8. Conclusions of the report.
Value of Number of
Maximum Total Qualification of the
(same) each (multiply ) exercises (same)
rating exercises subject
exercise approved
10 12 = 0.8333 X =
THEMATIC MAPPA OF THE SUBJECT "BUSINESS

SIMULATION"
In this MAPPA start your educational route, identify in which box you are located, and continue
advancing until you finish your subject.
Box 7
Box 1 Box 8
When you reach your

last box you will have
Box 2 Box 9
finished your subject.
Box 3 Box 10
Box 4 Box 11
Box 5 Box 12
Box 6
NOMENCLATURE OF THE THEMATIC MAPPA OF YOUR

SUBJECT.
The thematic MAPPA of the subject is a practical and simple

instrument, which allows you to manage the progress of your
evaluation products.
In your thematic MAPPA you find the following elements:
Checkbox number
Box 01
Arrow indicating the
direction of progress
Colors that mean the

following:
Indicate that you have already taken the lesson of that topic and clarified
Topic seen
with your advice the corresponding doubts.
You have already prepared the evaluation exercise; the next step is to send
Elaborate
it.
You've turned the exercise in to your advisor for evaluation, so you can
Envoy
moveon to the next topic.
Your advisor has returned the observations of your exercise and tells you if
Qualified
it was tested.
If you have passed your exercise, you must fill in the box with green,
Approved
otherwise it remains blank.
Advance Indicates the number of exercises passed.
Indicate in which box you are located.
BECOMING AWARE.
A business simulation is an experiential learning tool in
which participants learn by managing a virtual business, all
in an interactive, risk-free and realistic environment.
These simulation games (as they are often called),

help to practice and improve business skills such as
business acumen, financial and market analysis,
operations, decision making, problem solving,
teamwork, communication and leadership.
This dynamic environment of simulations

allows us to put theory into practice without
any risk, see if it works and be innovative
in solving problems.
Feedback micro activities
- If you had your own company.

- Would you consider employing more than5 people for your company?
- How would you deal with the first conflict your company presents?
EXPLORING MY KNOWLEDGE.
Next, answer the first two statements in the table below and send it to your advisor for a first
approach. At the end of the subject, fill out the third affirmation and share it again with your
advisor in order to assess what you have learned.
THAT WHICH
KNOW
WHAT I WANT TO
LEARN
THAT WHICH
LEARNED
EVALUATION RUBRIC.
Rubrics are assessment guides used in the evaluation of student performance that describe the
specific characteristics of aproduct, project or task at various levels of performance, in order to
clarify what is expected of the student's work or to assess its performance and to facilitate
feedback. (Andrade, 2005; Mertler, 2001).
Indicators Excellent Very advanced Satisfactory Basic Scarce

The work is 50%
The work is 80%
The work is well well-structured The work is 50% The work is
well-structured and
structured and fully and fully well-structured but unstructured and
Editorial staff fully complies with
complies with the complies with the does not meet the does not comply with
the requested
requested structure. requested requested structure. the structure.
structure.
structure.
The text does not
present spelling errors The text has The text has The text has more
The text has less than
Spelling (punctuation, between 4 and 6 between 6 and 10 than 10 spelling
3 spelling errors.
accentuation and spelling errors. spelling errors. errors.
grammar).
The written
The written
The written exercise is The written exercise exercise presents The written exercise
exercise is two
Extension adapted to the required is half a page longer one more page of is more than two
pages longer than
length. than required. the required pages long enough.
required.
length.
The content that has Some paragraphs did
60% of the text is Some paragraphs Only the requested
been requested is not address any of the
Content not related to the allude to the topic is mentioned,
content that had been
addressed. content. themes. but not addressed.
requested.
It does not present

It presents well- He presents ideas
Argumentation of It presents well-argued Presents ideas ideas and those it
argued ideas, but with that he argues
ideas and error-free ideas. without argument. presents are not
some error. with weakness.
argued.
The work presents
The work is The work has an
The work is presented The work is neatly too much visual
Presentation and presenting neatly, excess of images
with neatness and presented, but has a information or
cleaning but it has two or and little coherent
cleanliness. strikeout. disorganization of
three strikeouts. with the content.
the document.
It should be noted that every study guide requires reading skills to understand, analyze, assess, be
proactive, creative, innovative, through contextualizedproducts of everyday life, so that the
student can identify them objectively, reinforce and acquire knowledge, performing efficiently in
solving problems.
GRADE REGISTER
Product Qualification
1
2
3
4
5
6
7
8
9
10
11
12
Final grade
STUDY RECOMMENDATIONS FOR THE SUBJECT.

To achieve meaningful learning in this subject, the following is recommended:
Organize your time: allocate two hours to the study of each topic that makes up your subject,
remember that organization and planning are key to success.
Avoid distractions: keep your mobile phone turned off or put it on vibrator. Avoid having your
social networks open on your computer that could distract you.
Condition your study environment: you are recommended to study in a comfortable place,
without noise, with enough light and ventilation.
Work on your readings: it refers to reading carefully, to underline the key words or phrases that
you consider important, you can use symbols, make glosses, among other annotations.
Check the dictionary: you are invited to consult the dictionary in case you find words that you
do not know, it is important that you do so, as it will help you understand and understand better
what you read, in addition to helping you increase your vocabulary.
Relate the contents to events of daily life and your environment: this recommendation will
help you find the usefulness and importance of the contents with your daily activities, which will
have as a reward that it is easier to retain them and apply them in your future projects.
Take care of the image and quality of your products: carry out your activities taking care of
the indicators that are mentioned in your evaluation rubric.
Always value what you learn: it is important that you do it, remember that it is what will give
you knowledge and wisdom, with this you can do great things for yourself, your family and for
Planet Earth.
Investigate: do not settle for what you know, expand your knowledge.
If you need more information or research processes on the web, we recommend the following
academic search engines:
- Google Scholar https://scholar.google.es/
- Dialnet https://dialnet.unirioja.es/
- BASE https://www.base-search.net/
- Redalyc https://www.redalyc.org/home.oa
- Scielo https://www.scielo.org/es/
GENERAL RECOMMENDATIONS FOR YOUR READING:
 Focus on your reading.

 Analyze and reflect on what you read.
 Identify the main concepts and ideas of the text.
 Underline your reading and take notes.
 To facilitate the comprehension of your reading you can make organizeris graphics.
 Have your dictionary handy.
 Comment on your reading in the forums or chat to assess your level of compression.
Unit 1
RESEARCH APPROACH
LEARNING ACTIVITY 1
THEMATIC CONTENT:
1.1. RESEARCH BACKGROUND.

1.2. RESEARCH OBJECTIVES.
1.3. SYSTEMS (PRODUCTION, MARKETING AND QUALITY).
FUNDAMENTAL CONCEPTS.
OBJECTIVE:
Identify the background and objectives of the research, analyzing the production, marketing and
quality systems within the company, in order to achieve further growth.
1.1. RESEARCH BACKGROUND.
Once the entrepreneur or entrepreneur conceives his

Concepts and business idea and is willing to evaluate it through a
definitions simulation, the next step is to conceive it as an
investigation. The research process begins with the
Research: is the process that,
formulation of a research problem and ends with the
through the application of the
solution of it. But knowledge of previous research on the
scientific method, seeks to obtain
subject contributes data to the study, some of the primary
relevant and reliable information sources may be:
(worthy of faith and credit), to
understand, verify, correct or apply
knowledge.
 Papers.
 Conferences.
 Congresses.
 Specialized magazines.
 Scientific research.
In the background it is about making a conceptual synthesis of the research or work carried out
on the problem formulated in order to determine the methodological approach of the same
research, may indicate existing conclusions about the problem posed.
BACKGROUND CLASSIFICATION.
There is no consensus on how to classify the background of an investigation. Table 1 lists three
possible ways to do this.
Table 1. Classification of antecedents.
According to the
According to the
According to the approach to sources geographical scope of the
objectives set
sources
Theoretical background Field background National General
Author's working International
name, followed by a It delves into the methodology
summary of used to collect and analyze the
information along with data, as well as a Specific
conclusions confrontation between its Regional
objectives and conclusions
Source: Own elaboration, with data from Yánez D. (2020).
HOW TO LOOK FOR THE BACKGROUND OF AN INVESTIGATION?
The answer to this question lies in the very nature of the problem studied. Ideally, the sources
consulted, living or bibliographic, are closely linked to the problem to be studied.
WHAT ARE THE COMMON MISTAKES MADE WHEN LOOKING FOR

RESEARCH BACKGROUND?
 Locate antecedents by similarities in the names of the investigations, without making a

general reading of the previous work to which it is intended to develop. These cases are
due to researchers who during the inquiries limit themselves to searching by reading only
the titles and if they do not resemble it, they discard it immediately.
 Write the background just reviewing the summary. Although this section of the research
should gather the most relevant about the work, it is mandatory to make a general review
of material in order to specify its scope, links and relationships.
HOW DO I START THE SEARCH?
1. First examine international and national investigations, and include in both general and
specific.
2. Then it delimits the years of the investigations. It is considered that 5 years ago are the
most determinant, although in some cases, specifically the theoretical ones may be from
many years ago.
3. Another way is to place in the Google search engine the subject of the research followed
by the acronym in English PDF, in order to discriminate which will locatedocuments in
that storage format. With this action you discard blogs or other types of documents that
have no weight in these cases.
HOW TO PRESENT THE BACKGROUND OF AN INVESTIGATION?
This depends on the need and interest of the researcher. The following is a presentation structure
that may be useful:
1. Introductory paragraph: these are the lines with which the antecedents begin. These
expose the importance and originality of the own research, advancing the scope of the
background review that justifies it.
2. Details about previous research: this section empties as much information as possible
about the different previous research works.
3. Comparison between what has been done and what is proposed: after showing what has
been done so far, it is time to confront it directly with the purpose of the research that is
being carried out.
In this way, it is clarified what is the real contribution of each research (the previous ones and the
new one), to the selected field of study.
BASIC ELEMENTS OF A RESEARCH PROJECT.
Problem statement.
The most important moment of the design of an investigation is the approach of the problem,
since on it rests the elaboration of the subsequent sections of the preliminary project. In
operational terms, posing a problem consists of a logical and articulated exposition of the
following elements:
1. Context of the problem situation.
2. Statement of the background to the problem.
3. Formulation, justification and feasibility of the problem.
4. The design of the objectives and/or purposes.
Once the topic of our interest has been chosen to do an

investigation, it is necessary to transform it into a
Concepts and
research problem. To achieve the above, we follow a
definitions heuristic process where we reflect on our initial
knowledge and certainties and enrich our view thanks to
The formulation: it is the stage a situational analysis and the initial literature review;
focused on the design of the different With these elements we constitute a field.
options of the project, which means
systematizing, a set of technically
viable possibilities, to achieve the
objectives and solve the problem that
motivated its beginning.
1.2. OBJECTIVES OF THE RESEARCH.
The next element that constitutes an investigation is to determine the objectives of the
investigation. When writing our research objectives, we must take into account that:
 They cannot be value judgments.

 Se express beginning with a verb in infinitive that indicates the path of knowledge by
which to proceed.
The research objectives are formulated to specify and specify tasks to be performed by the
researcher; is a clear and precise statement that, taking into account the nature of the
Investigation, will have a certain structure:
a) Descriptive: what is it? how does it evolve? how is it?... to describe and analyze features.
b) Correlated: aims to analyze the relationship or relationships between variables involved

in the phenomenon. It does not purport to establish causation in the relationship, only a
description of it.
c) Causal: seeks to explain causal relationships in phenomena that have already occurred.
There is no manipulation of the variables. It is known in advance that there is a
relationship between the variables under study.
1.3. SYSTEMS (PRODUCTION, MARKETING AND QUALITY).

FUNDAMENTAL CONCEPTS.
Ricardo F. Solana, in his book "Production, Organization and Administration on the Threshold of
the Third Millennium", makes the following classification of the scope of the tasks of the
operations of a company:
1. The production system.

2. Strategy. Did you know?
3. Tactics.
4. Logistics. The production system: it is a process is any
5.Superior control and development. activity or group of activities through which one or
more inputs are transformed and acquire an added
The types of inputs used vary from value, thus obtaining a product for a client.
industry to industry. If the operation is manufacturing, capital and energy inputs will be required
for machines, facilities and tools. Labor will also be needed to operate and maintain the
equipment as well as the necessary material inputs thatwill form the basis of the process of
conversionfrom raw material to finished product.
Service organization operations use a slightly different mix of inputs. For example, the operation
of an airline requires both capital inputs for aircraft, as well as facilities and highly skilled labor
(pilots, maintenance personnel, etc.). Very little raw material is used compared to the needs of a
manufacturing company.
Both manufacturing and service organizations have customers: external end customers, and
internal intermediate customers in the next office, workshop or department that depends on the
inputs it produces. The customer-centred approach is basic in the management of services,
regardless of whether the final product consists of services or manufactures.
The following schema also displays performance information that is used as feedback. This aims
to control the technology or inputs of the process. It is the responsibility of the operations
manager to use this type of information to constantly adjust the mix of inputs and technology
needed to achieve the desired output.
Scheme 1. Production system.
External
environment.
Consumer or customer
participation.
BUSINESS SIMULATION Products 31

Inputs
Operations
and Processes
Source: authors.
In operations, the transformation system is in constant interaction with its environment. There are
two types of environments to consider. First, the ladies functions business and senior
management, which are located inside the company and outside the operations; and the second,
the external environment or environment outside the company that could change in terms of
legal, political, social or economic conditions, thus causing the corresponding change in the
inputs, products or transformation system of operations. The constant change in the trading
environment seems to be the rule rather than the exception.
Not only inputs (inputs) and outputs (products or services) vary from one type of activity to
another; Also, the process of transformation or conversion , central nucleusof the system, presents
differential characteristics for each specific case. In addition , as we pointed out, transformation or
conversion can be physical (as in manufacturing), geographical (as in transportation), temporary (as in
storage), property (as in commerce), etc.
Each transformation action that results in changes in inputs is called an operation, and the
sequence of operations required to complete a given transformation cycle is called a process. That
is why we speak of a transformation process.
MARKETING SYSTEMS.
The marketing system shall be aimed at planning, pricing, promoting and distributing products
and services which meet the needs of current or potential consumers, with the fundamental
objectives of increasing market share, profitability and sales growth. Diagram 1 shows
schematically how the marketing system works.
The marketing system deals both with analyzing and studying market opportunities, and with
defining an action plan aimed at establishing the necessary means for your opportunities to
translate into the fulfillment of your commercial objectives. In short, the structure of this system
is generally interpreted by the following components:
 Information on market needs: study of the market and its demand.
 Acquisition and storage of products: exchange relationship with the production system.
 Commercial promotion and advertising: function of creating and maintaining demand.
 Distribution: set of tasks of maintenance, transport and physical delivery of products to

wholesalers or retailers. It was previously defined as external logistics .
 Pricing: pricing and discount policy according to the intermediaries and agents involved
in the marketing process.
 Sales: traditional or basic function in which the full force of the system is supported.
Therefore, the agents and techniques of the same are known by the sales force.
 After-sales services: set of help, assistance and customer information actions to build
loyalty in their future relationship.
Scheme 2. Marketing system.
Salts
Production system Marketing system 4Ps Market (customers)
Money
Real circulation (physical and monetary units)

Circulation of information
Source: Ricardo F. Solana.
In the last of the steps of this sequence is the collection management, taking into account the type
of transmission, deadlines, etc., which is linked to the financing system of the company. In any
case, the management of the commercial function or marketing management work is based on
three main areas, namely:
 Analysis of the marketing system environment: market structure and behavior,

competitors, administrators, distribution channels, public and social agents and generic
environment factors. External variables that influence global demand.
 Formulation of decisions and commercial strategies: marketing-mix strategies or
combining the known commercial variables; product, price, distribution and promotion.
Internal variables that will allow the intended objectives to be met.
 Planning, organization and control of commercial activity: set of functions, techniques,

procedures and known actions of the management system.
The scheme of action around marketing is fundamental in the control and monitoring of the
relationships between the external variables not controllable (market, competition ...) and the
internal ones associated with the approach already mentioned as "the marketing-mix" with the
purpose of specifying the objectives of profitability, market share, increase in sales, etc.
QUALITY SYSTEMS.
It is important to make distinctions between the following definitions:
 Quality control: through an inspection or certain

examinations, the properties of the product are verified
Concepts and
so that it is satisfactory.
definitions
 Quality management: defines the guidelines to be
Quality: it is defined as the
followed in terms of quality policy of an organization,
with competences in planning, resources or processes. "set of properties inherent
Quality is the degree to which a set of inherent to something, which allow
characteristics meets legal requirements. It's doing the judging its value" is also
right things the right way. understood as synonymous
with superiority or
excellence.
ISO standards are documents that specify requirements that

can be used in organizations to ensure that the products and /
or services offered by these organizations meet their objective.
A Quality Management System (QMS) includes a series of rules and standards that must be met.
The ISO 9001 standard deals with establishing the requirements to certify that a company has a
quality system in accordance with the standards that are contemplated.
These rules establish the procedure under which the productive activity of the company must be
carried out, defining the organizational structure, the procedures to be carried out or the resources
to be used. The objective of meeting these quality standards is to be able to ensure that the final
result will be the best for customers, while simplifying processes during production.
A quality management system is composed of:
 Structure or organization.
 Documentation.
 The processes.
 Resources.
QUE IS LOOKING FOR A QUALITY MANAGEMENT SYSTEM.
 Customer satisfaction.
 Obtaining new customers.
 Improvement in the organization of company processes.
 Differentiation from the competition.
 Cost reduction without affecting quality.
 Compliance with requirements derived from belonging to a group.
It is worth highlighting the importance of the involvement of all middle managers of a company,
but, above all, of senior management that must have a relevant role that motivates staff. The steps
to achieve the relevant certification are to have a management system based on aplanned and
systematic quality method.
1. Assessment of the current situation.

2. Analysis of the company's processes.
3. Documentation required for certification.
4. Communication and staff training.
5. Implementation of the quality management system.
6. Internal audit and review.
7. Implementation of corrective measures.
8. Pre-audit and certification audit.
PRODUCT 1
(PORTFOLIO)
Create a digital presentation summarizing the three topics in this box.
Send the product to your Portfolio to be evaluated by your advisor.
Do not forget to put all your data on the cover of your work.
MY LOCATION
The data collection process is a crucial aspect in the research since it contributes to know more
about the topic to be investigated, knowing the history of the research carried out, the pending
points to be investigated, the controversial results and the evolution of the research methodology
used over the years. Undoubtedly, the background will make it possible to establish a system of
fundamental concepts.
"People get achieved by actions, not by ideas." Anatole France.

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BIBLIOGRAPHY AND SOURCES.

Alvarez, Risco, Aldo. (2020) ). Research background.
https://repositorio.ulima.edu.pe/bitstream/handle/20.500.12724/10819/Nota%20Acad
%C3%A9mica%203%20%2818.04.2021%29%20-%20Antecedentes%20de%20Investigaci
%C3%B3n.pdf?sequence=1&isAllowed=y
LEARNING ACTIVITY 2
THEMATIC CONTENT:
1.4. CENTRAL HYPOTHESIS.

1.5. COMPLEMENTARY HYPOTHESIS.
OBJECTIVE:
Recognize the components of the research, analyzing the central and complementary hypothesis,
in addition to understanding its influence to achieve the objectives initially proposed.
1.4. CENTRAL HYPOTHESIS.

1.5. COMPLEMENTARY HYPOTHESIS.
The hypothesis is the anticipated statement of a conjecture or assumption that is intended to be

demonstrated by investigation. It is an assumption accepted as provisional and serves as a starting
point for scientific research.
This demonstration can be done through the following points:
 Specific approach to the problem to be solved:

It consists of stating precisely and completely the problem to be solved, the problem to be
solved, and the supposed options that have been identified from it.
 The assumption that you want to demonstrate: It is the assumed concept that is
anticipated and wants to get to check or disprove through an application of the chosen
research methods.
 Verification of facts through observation methods:

It consists of examining all the elements and data used to formulate the hypothesis, in
order to ensure that the assumption can be explained with the observations made to prove
it.
 Evaluation and prediction of new observations:
It is the confirmation of the knowledge and assumptions that are presumed to happen. If
they occur during the observation of the elements and data, the hypothesis is verified,
although the opposite can also happen, which are refuted by the same observation.
 Experimentation with the observed and verification of the assumption to be

demonstrated:
It is an intentional observation through which one or more artificial factors are introduced
into the development of a phenomenon, then the behavior of these is compared against the
results that would occur without any intervention. This can measure the influence of the
experiment with reality.
The types of hypotheses that are handled are:
 Hypothesis general or centrals: They are those hypotheses that are derived from the
general, these try to concretize the general hypothesis and makes explicit the orientations
designed to solve the investigation, contain fundamental relationships between basic
variables.
 Hypotheses particular’s or commentary: they are deduced and articulated from a basic
hypothesis of general character.
The aim of the hypothesis is to reach existing scientific knowledge with the new problems
suggested in reality, tosign, reform or annul existing theoretical systems.
A hypothesis must present five characteristic elements. Table 2 explains each of these elements.
Table 2. Elements of the hypothesis.

Entities or objects whose behavior is intended to be studied, can be participants, groups,
institutions, schools, teachers, etc.
1. Unit of analysis
They are the qualitative or quantitative characteristics of the units of analysis, they are
the attribute, property or quality that may be present or absent in an individual or group
2. The variables
of individuals.
They are links that relate the units of analysis to the variables and the variables to each
3. The logical elements
other.
The foundation is formed by the already proven knowledge on which the hypothesis is
4. Foundation objectively based (this foundation is the theoretical framework).
It is the supposed explanation; that is, the structure of relationships that is built with
5. The body explanation on the foundation of the theoretical framework.
Source: Authors, with data from Bautista, R. (2009).
PRODUCT 2
(PORTFOLIO)
 It elaborates a reflection of halfa page on the mostrelevant of the general and particular
hypothesis.
 Develop an example of a general hypothesis and a particular hypothesis.

MY LOCATION
At the end of this box, you could realize that a hypothesis is an assumption made from some data
that serves as a basis for starting an investigation, analyzing entities, groups, schools, among
others already mentioned, you saw their variables, the logical elements, the foundation and your
body.
"Discipline is the bridge between goals and achievements." Jim Rohn.
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All matter. (2021). Hypothesis. https://www.todamateria.com/hipotesis/
Monographs. (2020). The hypothesis

https://www.monografias.com/trabajos73/hipotesis/hipotesis.shtml
LEARNING ACTIVITY 3
THEMATIC CONTENT:
1.6. RESEARCH DESIGN.
OBJECTIVE:
Explain the function of design within research, understanding the characteristics that compose it,
through its application in a practical case.
1.6. RESEARCH DESIGN.
Research design isthe plan, structure and strategy of an

investigation, whose objective is to answer certain questions.
It is a set of methods and procedures used when collecting and
analyzing measures of the variables specified in the
investigation of the research problem.
Research design is the framework that has been

created to find answers to research questions.
Themethodchosen will affect the results and the
manner in which the results are concluded. There are two
main types of research design: qualitative and quantitative.
That said, there are many ways to classify research designs. A
research design is a set of conditions or collections.
There are many designs that are used in

Concepts and definitions research, each having specific advantages and
disadvantages. The choice ofmethod to be used
Research design is defined in general terms: depends on the purpose of the study and the
as a set of rules by which we obtain observations nature of the phenomenon.
of the phenomenon that consists of the object
of study; it is the pattern or guide of all
scientific research.
HOW TO CREATE A RESEARCH
DESIGN.
Before creating a research design, you first need to formulate a problem, a main question, and
additional questions. Therefore, the problem needs to be defined first. A research design should
present an overview of what will be used to conduct the project research.
It should describe where and when the research will be conducted, the sample to be used, the
approach andthe methodsto be used. It is possible to do this by answering the following
questions:
 Where? in what location or situation will the investigation be conducted?

 When? at what point in time or in what period will the research take place?
 Who is who is it? which individuals, groups or events will be examined?
 How? what approaches and will all be used to collect and analyze the data?
DIFFERENT RESEARCH DESIGNS.
Designs can be flexible or fixed. In some cases, these types match quantitative and qualitative
research designs, although this is not always the case.
 In fixed designs, the study design is already fixed before data collection takes place; They
are usually driven by theory.
 Flexible designs allow more freedom during the information collection process. One
reason to use flexible designs may be that the interest variablecannot be measured
quantitatively, like culture. In other cases, the theory may not be available at the
beginning of the investigation.
EXPLORATORY RESEARCH STUDY.
Exploratory research methods are determined as formulaic research studies. Themain methods
include: the literature-related survey and the experience survey.
 Survey related to literature: it is the simplest method to formulate the research problem.
 Experience survey is a method: it looks for people who have had practical experience.
The goal is to get new ideas related to the research problem.
 In case of descriptive and diagnostic research : son studies that are concerned with the
description of the characteristics of an individual or a particular group. In the diagnostic
study we want to determine the frequency in which the same event will occur.
 Research studies that test (experimental) hypotheses : are those in which a researcher
tests the hypothesis of the causal relationship between variables.
CHARACTERISTICS OF A GOOD RESEARCH DESIGN.
A good research design should be appropriate for that particular research problem; It usually
involves the following characteristics:
• The way in which the information is obtained.

• The availability and skills of the researcher and his team, if any.
• The objective of the problem to be studied.
• The nature of the problem to be studied.
• The availability of time and money for research work.
Visit the following link to know an example of a business simulator.

Audiovisual support
consultation
Watch the following video:
GestionNet Group. (May 16, 2019). THE ISLAND: Business simulator [video file]. Retrieved from:
https://www.youtube.com/watch?v=XxN2Nz4LfsQ
PRODUCT 3
(PORTFOLIO)
Create a research design on the topic you choose based on the information we already provide.
MY LOCATION
The research design is the strategy with which it is intended to obtain answers to the questions
and test the research hypotheses, in order to achieve the objectives of the experiment. An
experiment is the planned process of investigating, in which at least one variable (experimental or
independent) is manipulated or controlled by the researcher to see what effects it produces, on at
least one other variable called dependent. In experimental research, the designs are typical of
quantitative research, and in non-experimental research, where there is no direct control, it can be
applied in both quantitative and qualitative approaches
.
"It's always early to give up." Norman Vincent Peale.
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Pavón León, Patricia and Gogeascoechea Trejo, Ma. del Carmen. (June 2010). Research
methodology II. http://paginas.facmed.unam.mx/deptos/ss/wp-content/uploads/2018/10/8.pdf
GestionNet Group. (May 16, 2019). THE ISLAND: Business simulator [video file]. Retrieved
from: https://youtu.be/XxN2Nz4LfsQ
Unit 2
THEORETICAL FRAMEWORK
LEARNING ACTIVITY 4
THEMATIC CONTENT:
2.1. WHAT ARE SYSTEMS IN THE CONTINUOUS IMPROVEMENT OF THE

COMPANY?
2.2. WHAT RESEARCH HAS BEEN CARRIED OUT IN THE TECHNICAL
FIELD OF THE PROPOSED RESEARCH?
2.3. WHAT PSYCHOLOGICAL, SOCIAL, POLITICAL, ECONOMIC AND
FINANCIAL ELEMENTS ARE RELATED TO THE EFFICIENCY OF SYSTEMS
IN COMPANIES?
OBJECTIVE:
Indicate the characteristics that identify the theoretical framework of an investigation, breaking
down the continuous improvement, the psychological, social, political and economic elements
that comprise it in order to understand its functionality and objectives within the research.
2.1. WHAT ARE SYSTEMS IN THE CONTINUOUS IMPROVEMENT OF

THE COMPANY?
The continuous improvement process (CMP) serves to constantly improve companies without the
need to make major changes. This system encourages small-scale change, rather than
breakthrough innovations. It can be said that the process of continuous improvement is not so
much a structured system as a certain way of thinking that makes up the business culture: all
employees include among their tasks the task of making proposals to optimize their department.
The result of these small improvements is reflected in the increase in the quality of service,
products and processes:
 Products: Thanks to the PMC, the manufactured products or services offered correspond
more to the customer's requirements and therefore generate more sales.
 Services: Services respond better to customer needs, which is directly reflected in
customer satisfaction.
 Processes: Workflows become more efficient, which saves costs.
Although all employees are involved in continuous improvement, it is the management of the
company that most directly influences the success of this method, since good results can only be
achieved if management leads by example and motivates employees enough.
There are two ways to promote continuous improvement: on

the one hand, there is the intrinsic motivation of each
person, which is born from the individual himself and
leads employees to want to optimize processes for
simple pleasure. However, management should not
rely solely on this type of motivation, since it is very
different in each person. Extrinsic motivation, on
the other hand, is the result of an external incentive:
for example, management can favor it by offering
financial incentives or the possibility of promotion.
When a continuous improvement process is introduced in the

company, the Deming circle is usually also applied . Through the phases of planning,
implementation, testing and action, which are repeated cyclically, changes can be carried out
quickly and, at the same time, carefully and sustainably.
The continuous improvement process can belong to a specific field, although not always. It is
obvious that, to improve the quality of a product, it is advisable to have a thorough knowledge of
the materials and the manufacturing process. However, the quality of processes and services
tends to optimize itself when work is better organized. That's why cleanliness and order are so
important: chaos leads to making mistakes more easily and unnecessarily lengthening the time
spent on each task.
Every employee should have the means to plan and implement improvements in their own
department. Typically, employees with many years of experience are best placed to propose
potential improvements in their field. Measures dictated from above, by contrast, often have
unintended negative effects: change that does not have the support of the workforce will never
achieve the desired result. In addition, employees themselves usually know their work
environment better than their bosses, so they are experts at their fingertips to decide which
changes make sense and which do not.
THE CONCEPT OF CONTINUOUS IMPROVEMENT: HISTORY AND

SIMILAR APPROACHES
The process of continuous improvement is similar to the Japanese Kaizen method, from which it
is born, in fact. This concept is closely related to Japanese culture and, in their language, means
nothing more than "improvement". In the 1950s, the desire to constantly improve oneself became
a way of working in this country, where a system was developed that was based on the teachings
of quality management expert William Edward Deming, among others. Kaizen was implemented
in many companies, particularly Toyota. From the automotive industry, this way of working
spread throughout the world and, thus, Kaizen ended up becoming the process of continuous
improvement par excellence. However, like this method, Kaizen consists more of a worldview
than a structured system.
Nowadays, the process of continuous improvement is part of the day

to day of many companies, especially the largest groups and
organizations. In any case, any company that has a quality
management system (QMS) certified by ISO 9001 must
work on the basis of a process of continuous
improvement, because this international standard
expressly requires it to be applied in all departments of
certified companies.
ORGANIZATIONAL SYSTEMS AS OPEN

SYSTEMS.
Johnson was one of the first authors to identify organizations

as social systemsand consider the company as a relatively
isolated or open system. According to Segtin its degree of
isolation or influence with the rest of the universe, systems
can be classified into:
a) Absolutely isolated systems: which are those that do not receive or exert influence on
the rest of the universe.
b) Relatively isolated systems: that receive influence from the rest of the universe, but only
through certain specific pathways called inputs; or that exert influence on the rest of the
universe, but only through certain specific pathways called outputs (outputs).
Every open system, therefore, has an input or input, a conversion process and an output or output
that is the processed input.
CHARACTERISTICS OF OPEN SYSTEMS.
The components of these systems have characteristics that should be remembered, due to their
importance in the behavior of organisms, these are:
a) Cycle of activities.
b) Entropy.
c) Growth.
d) Equifinality.
e) Use of Information.
f) Codification.
g) Subsystem.
Components ofthe Organizational System.
According to the above, the main component of the

administrative system can be understood as a large
processor or processor of inputs or resources, to final
products that are sent to the environment. The
components of the organizational system are as follows:
a) The social, economic, political and cultural environment.

b) Inputs.
c) The conversion processes.
d) The outputs or products.
e) Feedback.
SUBSYSTEMS OF AN ORGANIZATIONAL SYSTEM.
The administrative system is composed of subsystems, which can be classified according to the
following criteria:
 By function or activity, e.g., marketing, production, finance, etc.

 By its nature, for example: men, machines, information, products, etc.
 At the organizational level, for example: strategic and operational.
2.2. WHAT RESEARCH HAS BEEN CARRIED OUT IN THE TECHNICAL

FIELD OF THE PROPOSED RESEARCH?
EFFICIENCY IN THE COMPANY.
A company can be efficient to the extent that it meets the

objectives with the least number of resources, this means Feedback micro
that a company can be effective but not efficient. There is no
activities
doubt that these two terms have to do directly with
productivity, since if a company that is effective in its Research in official sources
planning and efficient in its processes is said productive. about business efficiency and
Really productive companies are very few and are usually effectiveness, concepts,
prestigious companies that have taken the issue to very high characteristics, relationship,
etc.
levels, where productivity, effectiveness and efficiency are culturally instilled issues at all
organizational levels.
EFFICIENCY IMPACTS.
An efficient society is better able to serve its citizens and operate in a healthy manner. When
products are produced efficiently, they can often be sold at a lower price. Advances in efficiency
have also made it possible to maintain a higher standard of living, including living in homes with
electricity, drinking water and moving more quickly. Efficiency translates into a sharp drop in
hunger and malnutrition, as goods can be transported in greater volume and more quickly. In
addition, efficiency gains have allowed the working week to fall sharply in some countries.
Theoretically we can get more work done in a short period of time, so it is no longer necessary to
spend those extra hours in working hours.
Efficiency is an important attribute because all inputs are scarce. Time, money and raw materials
are limited, so it makes sense to try to conserve them while maintaining an acceptable level of
production or a general level of production. Being efficient simply means reducing the amount of
wasted inputs.
EFFICIENCY.
Generally, in companies efficiency is well seen, because you are fulfilling the work for which a
person was hired, but it is always good to go beyond efficiency, that is, try to do the same tasks in
less time or with fewer resources.
2.3. WHAT PSYCHOLOGICAL, SOCIAL, POLITICAL, ECONOMIC AND

FINANCIAL ELEMENTS ARE RELATED TO THE EFFICIENCY OF
SYSTEMS IN COMPANIES?
The objective of any company is to provide services or manufacture products, meeting its
objectives with minimum effort, expense or waste. This allows you to reduce your costs and
improve the company's results.
However, every business is different, which means there is no one-size-fits-all repetitive method
that works for every business and organization. However, there are general principles that can be
applied to all types of businesses to improve the efficiency of your company, regardless of the
sector.
Organizational psychology is responsible for evaluating, monitoring and supervising the behavior
of workers, as well as integrity with their colleagues, conflict resolution and adaptability. It aims
to maintain an optimal work environment and the right conditions to work in peace, assertively
and focusing on professional development. Its objective is to solve all the inconveniences that
may arise in a work environment and that, without being negative, could interrupt a project or
assignment, putting its success at risk.
Scheme 3.
Source: exevi.
Audiovisual support
consultation
As a complement we present the following video, watch carefully.
"Efficiency: measure of all things? | Made in Germany" DW Spanish. 22 March 2017

https://www.youtube.com/watch?v=3FEuC3Hraw8
PRODUCT 4
(PORTFOLIO)
Make an essay of at least 1 page and a half of the 3 topics that you could already study you can
consult additional information.
MY LOCATION
The process of continuous improvement serves to constantly improve companies without the
need to make major changes. This system encourages small-scale change, rather than
breakthrough innovations. It can be said that the process of continuous improvement is not so
much a structured system as a certain way of thinking that shapes the business culture. The result
of these small improvements is reflected in the increase in the quality of service, products and
processes.
"The best pleasure in life is doing the things people say we can't do." Walter Bagehot.
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Ionos. (June 29, 2020). Continuous improvement: method to improve quality in your company
https://www.ionos.mx/startupguide/productividad/proceso-de-mejora-continua/
NetLogistik. (April 05, 2017). JUMEX: making its logistics processes efficient [video file].
Retrieved from: https://www.youtube.com/watch?v=nXzbS9dHVMA
Made in Germany DW Spanish. (February 9, 2016). Efficiency, a measure of all things? [video
file]. Retrieved from: https://www.youtube.com/watch?v=3FEuC3Hraw8
Unit 3
RESEARCH GUIDE AND TOOLS

LEARNING ACTIVITY 5
THEMATIC CONTENT:
3.1. RESEARCH GUIDE OF MANAGEMENT AND ORGANIZATION IN THE

COMPANY.
3.2. GUIDE TO MARKET ANALYSIS.
3.3. GUIDE FOR OPERATIONAL TECHNICAL ANALYSIS IN THE COMPANY.
3.4. GUIDANCE IN PROCESS ANALYSIS.
3.5. GUIDE FOR THE APPLICATION OF THE QUESTIONNAIRE OF
MOTIVATION FOR WORK.
3.6. GUIDE FOR THE APPLICATION OF THE MANAGERIAL BELIEFS
QUESTIONNAIRE.
3.7. GUIDE FOR THE APPLICATION OF ECONOMIC AND FINANCIAL
QUESTIONNAIRES.
OBJECTIVE:
Expose the tools that allow the research to be carried out, identifying the research, analysis and
application guides as support material to obtain concrete and accurate answers.
3.1. RESEARCH GUIDE OF MANAGEMENT AND ORGANIZATION

IN THE COMPANY.
The bases of corporate management work are defined by the essential actions to be carried out in
any case. In a more or less automatic way, and depending on its objective, these are the tasks that
underpin the management of a company:
 Planning tasks. Concepts and definitions

 Resource allocation tasks.
 Address. Business management: it is the set of
 Control tasks. actions of planning and administration of
 Coordination and adjustment. the resources of a company in order to
achieve its objectives (which are not only
Resources. economic).
In order for an organization to achieve its objectives, it is

necessary to have a series of elements, resources or
inputs that harmoniously contribute to its proper
functioning. In resource planning it is necessary to
determine what will be the needs in quantity and
quality of each type of resources, and their
distribution for each period. Therefore, for
study purposes resources can be classified into
four classes which are:
 Financial Resources: refers to the

economic and monetary resources that
the company needs for the development of
its activities.
 Material Resources: is the one that establishes the objectives and determines a course of
action to follow, of the following elements:
 Facilities: buildings, service areas, manufacturing plants.

 Equipment: machinery, tools, means of transport.
 Production materials: raw materials, direct and indirect materials.
 The objective of the planning of material resources is the optimal use of these to obtain an
effective economic profitability.
 Technological Resources: this kind of resources is currently being given its due
importance since it is observed that the dimensions of the company have undergone
considerable changes in its structure in recent years, which is mainly due to the realization
of a greater diversification of products and services.
 Human resources: A technique for systematically determining the supply and demand for
employees that an organization will have. By determining the number and type of
employees that would be needed, the Human Resources department can plan its
recruitment, selection, training and other tasks. This allows the personnel department to
supply the organization with the right staff at the right time. That is why it becomes a
highly priority activity.
The term Business Intelligence (BI) refers to the use of

strategies and tools that serve to transform
information into knowledge, with the aim of
improving the decision-making process in a company.
Manual data recording and analysis was the way to proceed before automated systems came hand
in hand with technological development. Nowadays, companies have technological developments
tailored to their needs to handle practically everything in a company. In addition, they are a key
strategic business intelligence tool. Below are the elements that you should have good business
management system:
Table 3. Elements of the business management system.
Coordinate Be a reference, especially if the company has several headquarters.
Integrate It must be flexible and compatible with other internal tools.
Budget Taking advantage of the knowledge of costs and benefits of previous projects.
Store The different information generated by a company in its different sections must be
collected.
Respond If a user needs to know the information of a transaction months ago it should be easily
accessible
Business-oriented Great generic systems are useless if they are not useful for our business in particular.
Automate It is one of the keys. Unlike manual records, a management system must work on its
own by collecting data and extracting knowledge.
Comply with the law The tool must be designed for the legislation of the country where the company is
located.
Source: own elaboration, with data from Gestions Org.
3.2. GUIDE TO MARKET ANALYSIS.
The objective of a market study is to know the

profile and behavior of the target customer, which is Concepts and
often divided into different segments or market definitions
niches, as well as to determine the current and future
size of the market, anticipate the reactions of the A market study: it is an investigation to
competition and suppliers and identify possible anticipate the response of potential
elements that can radically transform the sector, such customers and the competition to a
as the emergence of a new technology or legislation. specific product or service, either for
its launch or for its repositioning in the
market.
The market study will allow the subsequent elaboration of a marketing plan adapted to the reality
of the sector and will therefore influence the decisions to be made on the characteristics of the
product or service, its price and the communication strategy, online marketing and commercial
distribution.
STEPS TO TAKE IN YOUR MARKET RESEARCH.
1. Collect information: we saw in the information society that the first step of a market study
should be to collect and take advantage of all the information already published about your
sector. For this we recommend the following actions:
 Information on the Internet.

 Sectoral fairs.
 Specialized magazines.
 Existing information in the company.
2. Direct observation: The second step of your market research is to observe what is happening
in the market.
3. Interviews and surveys: the third step of your market research is to deepen the knowledge of
your target customer and their behavior: demographic and socioeconomic characteristics, opinion
of our product or service, degree of knowledge of it, purchase intention and very importantly,
consumption behavior.
4. Research and analyze your competition: The fourth step of market research should be to
deepen the analysis of your competition. There are two main reasons to study your competitors:
 Knowing who is doing things right and who is not, which helps identify business
opportunities, keys to success and market trends.
 The creation of your business can provoke a reaction from your competition, especially if
you take away customers, so it is convenient to anticipate their reaction.
Table 4. Objectives and techniques for competitor analysis.

Knowing where and with whom you really compete.
Identify business opportunities.
Objectives of a Detect elements in which to differentiate yourself.
competitor analysis Anticipate the reaction of your competition.
Visit your competition: visit the establishments of your main competitors and perform an
observation task with a prepared script that includes all those aspects that you should
know.
Visit the websites and social networks of your competitors.
Situation plan of the competition and radius of action.
Techniques for Analyze the market leaders: what products do they offer? what prices do they have?
competitor analysis what do they advertise and what stand out in their commercial messages?
Do you sell your products? And, above all, who and how are your customers?
Table of strengths and weaknesses: where you synthesize the strengths and weaknesses
of each competitor.
Source: own elaboration with data from Nonautonomous.
5. Define your target or target customer.
6. SWOT analysis of your market research.
3.3. GUIDE FOR OPERATIONAL TECHNICAL ANALYSIS IN THE

COMPANY.
Operational technical analysis as an end should

Concepts and establish:
definitions
1. The "production objectives" according to the
A technical operational analysis: refers
marketing plan.
to the operational plan of the company and
2. The "production processes" according to the
represents the development of the way of attributes of the product or service. What? Who?
producing or manufacturing the product or and how will it be produced?
providing the service. It also shows the 3. The "production standards".
requirements of equipment, facilities and 4. The "investment budget".
machinery to meet the needs of the
project. ELEMENTS.
The productor service must describe and detail clearly and precisely at a technical level the
product, and services, its characteristics. When it comes to a product, the design is reflected in a
plan, sketch or diagram and / or in the technical specifications. When it comes to a service, the
way in which it will be provided is described.
Resources:
a) Material resources: what raw materials and how much of them will you need to develop
the production of the product?
b) Human resource: How many people do I need for each process? What is your specific
function? , who will operate machines and how many will do the work manually?
Includes:
-Cquantity of personnel required.

-Grate of involvement throughout the production plan.
-Presto, profile and functions to be developed.
-Recruitment policy.
-Areas and / departments that your business will have.
c) Technological resources: What technology, machinery and tools do I need for each
process? what operations will be done manually and how many with machinery? what
operations will be carried out in the company and for which will a company be hired?
how much can they produce?
PRODUCTION PROCESS.
To describe the production, process a graphical representation is used - flow chart.
1. Inbound Logistics: all activities related to the reception, storage and control of the inputs
necessary to manufacture the product, such as material handling, storage, inventory
control, vehicle program and returns to suppliers. It should include:
 -Storage process.
 -Inventory policy.
 -Supply policy.
2. Production: all the operations carried out to transform the raw material into the final
product, with the technical characteristics required by the customer. It refers to manual
operations, differentiating them from administrative operations.
3. Outbound logistics: consider all activities related to the collection, storage and
physical distribution and delivery of the finished product to buyers. Some activities
related to outbound logistics are:
 Store (Post-Production Storage Policies).

 Fractionate - Orders, separation of products.
 Transport - Distribution of orders for transport.
 Contact - Attention to distributors or buyers.
PLANT DISTRIBUTION.
The objective of designing the physical organization of the plant is to determine the location of
all the elements that are part of the business in order to optimize the physical space, in addition to
attending to their safety and the movement of personnel within the infrastructure. To develop the
distribution of the plant it is necessary to first define the location options of the company and the
criteria necessary for its selection and consider that a good distribution of the plant is the one that
provides acceptable working conditions and allows economic operation, while maintaining
optimal conditions of safety and well-being for workers.
The keyplayers in choosing the best features for a venue are:

1. Retail: In no other aspect does appearance influence the success or failure of a
company as much as retail. Here, the exterior of the store should not onlyaccurately
identify the nature of the company, but should also be attractive so that people feel invited
to enter.
2. Manufacturing: Manufacturingestablishments have a slightly wider margin of error at

the point of appearance than retail stores. This is because they are less dependent on their
ability to attract customers inside the stores.
3. Services: Theimportance of appearance varies depending on the service you offer.

Some services are so specialized that customers who seek them out of the way go to the
trouble to find them (consultants, auto shops, cooking schools, landscapers).
4. Harmonious habitability: thefact that a building is in accordance with the local

construction style does not make it suitable for any company or for all. The difference
between a habitable building and one that is not, depends on the use you want to give it.
5. Distribution: Distribution refers to the physical arrangement of furniture and fixtures,

equipment, merchandise and articles within the building. The better the distribution, the
easier it is for workers to do their jobs and the fewer problems customers have to buy.
6. Building Assessment: The building assessment form can help you get a better opinion
of the building's ability to meet your company's specific needs. This can be useful to
select the building where you want to locate and to design the layout for optimal
efficiency.
3.4. GUIDANCE IN PROCESS ANALYSIS.
It is the act of conducting a thorough review and arriving at a complete understanding of a

business process (or part of it) with the goal of maintaining or achieving process excellence or
achieving incremental or transformational improvements in a business process.
Process analysis involves looking at all components of a process, inputs, outputs, mechanisms
and controls, inspecting each component individually and how they interact to produce results.
Often, these components can be categorized into the people, processes, applications, data, and
technology needed to support a business goal or objective.
Some typical process analyses are:
 Resource utilization.
 Distribution analysis.
 Cycle time analysis.
 Cost analysis.
 Use of software application.
 Global/local process variations.
The stages of business process analysis that must be followed so that continuous improvement
can be promoted are:
1. Identify processes that need improvement.
 What is our mission?

 Who is our client?
 What does the customer value?
 What are our results?
 What is our plan?
 What measures has the organization defined in order to achieve its strategic objectives?
2. Set up the team.
3. Create a business process diagram:
Building a process diagram is one of the fundamental stages of the

business analysis methodology. The steps to design a process
diagram are:
 Define those responsible.

 Include a process start event.
 Define tasks and their relationships.
 Signal the end of the process.
4. Define the process.
5. Specify the improvement points:
Generally, the improvement points focus on the following aspects:
 Interaction with customers: these moments should always be perfect, especially with
external customers.
 Activities that add high perceived value: These activities must always occur in the best
way, in order to offer the highest possible perceived value to the end customer.
 Transfers: whenever there is an exchange of information or tasks between people and

systems there is a risk of errors. The fewer transfers, the better.
 Business rules: these are standard procedures that facilitate the flow of the process and
avoid wasting time in decision making, as they are clear and objective rules to define how
the process should follow.
 Obstacles: you have to find out why the process stops flowing at certain points and
establish ways to avoid it.
6. Model the TO BE process: Did you know?
Gather all the information and model the new

The Process Mapping AS IS / TO BE: is
process in the desired way and that is useful for the
a management tool that helps in the
company, its goals and objectives.
description and improvement of the
internal processes of the organization.
3.5. GUIDE FOR THE APPLICATION

OF THE QUESTIONNAIRE OF MOTIVATION FOR WORK.
The company needs people to make it work normally, but if you want it to work excellently,
those people need to be motivated. Therefore, it is in the motivation of the employee where the
company obtains the key to success and maximum economic benefits. The aspects that should be
taken up are:
1.- Improve communication between employees and the company.

2.- Mutual respect.
3.- Seek reconciliation between work and family.
4.- Recognize the work of employees.
5.- Show interest in the needs of the employee.
6.- Establish constant challenges to avoid routine.
7.- Create team.
8.- Establish personal interviews and satisfaction evaluation.
With small actions it is possible to significantly increase the level of motivation of employees. As
the main point is communication, since communication is the main basis on which people feel
really motivated, knowing how to communicate correctly avoids misunderstandings, creates trust,
establishes links, generates enthusiasm and establishes bonds more than any other means.
Motivation is directly related to the intensity of the action and the willingness to carry it out since
the behavior has a direction and an energy. Motivation can be seen in:
 The choice of one objective to the detriment of another.

 In the initiation of said objective.
 In the persistence to carry out this objective.
 In the intensity of the activity.
 In the reiteration of such activity.
 In the reflection that is made to achieve this objective.
3.6. GUIDE FOR THE APPLICATION OF THE MANAGERIAL BELIEFS

QUESTIONNAIRE.
Large companies must not only have qualified and qualified labor, but with an adequate and
optimal work team to face the challenges, in that team, managers are the ones who orchestrate the
pace with which the company must develop, for this, they must have a series of skills and
qualities that allow them to excel.
Table 5. Qualities that a manager must have.

Adaptability Open-minded, flexible and willing to adapt to change.
Knowledge Have knowledge and experience.
Intelligence Sensible mentality, mastery of emotions.
Ability to choose goals and model purposes, creative and action-
Executive Intelligence
oriented capacity.
Human skills Know how to treat people, understand needs and motivations.
Negotiation skills Skilled negotiator.
Leadership Act as leaders, with initiative, enthusiastic, flexible and open.
Ability to inspire and motivate Inspire and motivate.
Know how to delegate Ability to delegate.
Visionary, innovative and passionate Non-conformists, passionate.
Source: Huerta, I. (2017).
Just as it is important to know the motivation and job satisfaction of

employees, it is also necessary to identify the attitudes, motivations,
skills and abilities of managers. The company can rely on
questionnaires to identify its future and current company managers.
3.7. GUIDE FOR THE APPLICATION OF ECONOMIC AND FINANCIAL

QUESTIONNAIRES.
The Economic and Financial Analysis is the application of a set of techniques used to diagnose
the situation and perspectives of the company in order to make appropriate decisions at the right
time.
They constitute a form of information on the progress of the entity. Both internal and external
stakeholders: banks, creditors and global bodies, as well as for tax purposes. They constitute a
management report that attests to the success or failure and gives warning signs of the difficulties
of a company. The internal arrangements of the accounting system and the meaning of different
financial relationships must be understood to interpret a company's data.
In order to achieve an optimal analysis and interpretation of

the financial situation of an institution, as much
information as possible must be available, i.e. it is not
enough only to obtain the main financial
statements, the various reports and documents
annexed to them must also be consulted, because the
financial statements must also be consulted. Inancieros
are only a tool that helps the user to evaluate, value,
predict or confirm the performance of a business, so it
is necessary to have a minimum of accounting
knowledge that allows a clear understanding of the information of
the financial statements of a company and an analytical judgment for its analysis and
interpretation.
PRODUCT 5
(PORTFOLIO)
 Make a mind map on the first four topics in this box.
 Conduct an example job motivation questionnaire, a managerial belief questionnaire, and

an economic questionnaire.

MY LOCATION
The day to day in a company generates a lot of information. Every contact between the
participants of a project, every relationship with suppliers, a good manager must know and
handle that data. To facilitate the organization of all the information generated and its use to
extract knowledge, business management systems or management information systems are used.
As we mentioned earlier, a market analysis allows you to create the right

strategy to manage your business. To achieve this, it is necessary to carry
out a complete process that includes certain aspects.
"The only difference between a good day and a bad day is your attitude." Dennis S. Brown.
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No author. (undated). What is a market analysis? https://www.questionpro.com/blog/es/analisis-

de-mercado/
Praxisframework. (2019). https://www.praxisframework.org/es/knowledge/organisation-

management#:~:text=La%20gesti%C3%B3n%20de%20organizaci%C3%B3n%20se,al
%20equipo%20de%20gesti%C3%B3n%3B%20y Organization Management
Unit 4
APPLICATION OF MECHANICS
LEARNING ACTIVITY 6
THEMATIC CONTENT:
4.1. KNOWLEDGE OF THE COMPANY.
OBJECTIVE:
Analyze the importance of knowing the structure of the company, in order to work in the areas of
opportunity thus achieving greater effectiveness and efficiency
4.1. KNOWLEDGE OF THE COMPANY.
What is the strongest tool that human beings and companies

have? Manage knowledge; that is, to prosecute and use it in
order to achieve the goals.
If a company is able to direct knowledge, enhancing it and applying it to achieve its objectives,
we will undoubtedly have a competitive and adaptable entity. Despite what we may think, the
concept of "knowledge" is quite defined and it is important to know it to focus our actions.
Despite its intangible nature, it is something that can be enhanced and valued.
Peter Drucker, in the 60s, was the first to advance the importance that knowledge would have, he
is considered one of the fathers of its management; Herbert Simon, inferred great importance that
has had the computer and especially the "data basics" and "internet" in the dissemination and storage
of knowledge in some of its facets. Already in the 90s knowledge and learning were spoken of as
something of great importance and there was the ideal reason for Karl-Erik Shelby’s ideas to
penetrate successfully and accept the concept "knowledge organizations".
You can understand the vital importance of

information for knowledge to be successful because for Concepts and
wisdom and experience to manage data, you must definitions
have as much information as possible and this must
move freely through the organization and be easily Knowledge: it is understood as those
accessible by all. data processed by people to whom
experience is added to be applied wisely
When we define knowledge in our company, we to solve problems.
have to use two main rules:
 Knowledge is only what will add value to the organization and will be used.
 Dwell discard knowledge that cannot be measured/valued.
It is important to clarify two types of knowledge:
 Implicit knowledge: itis individual and subjective being difficult to disseminate, encode
or formalize. It could be a salesperson's instinct or our hunches.
 Explicit knowledge: itcan be extracted, disseminated, classified and should be rewarded

and valued. It is vital to stimulate and train it. It is everything that is transmissible. It
could be company rules, courses for salespeople, processs.
Knowledge must be aimed at achieving an end and therefore we

must distinguish information from the knowledge of the company,
which is the sum of knowledge of its employees and other values. It
is often said that knowledge lies in processes, customers, staff and
innovation and it is important to distinguish between sources of
information and knowledge to enhance the latter.
BASIC KNOWLEDGE ABOUT THE COMPANY.
The basic points of a business plan are:
 Presentation of the idea and the company.

 A SWOT analysis.
 The company's strategy and objectives.
 Legal form and justification.
 A market analysis.
 The internal organization.
 Commercialization, business marketing and
marketing plan. communicational.
 Economic and financial analysis that demonstrates the viability of the company.
 Financing.
 Agenda of the steps.
PRODUCT 6
(PORTFOLIO)
Write down two examples of implicit knowledge and two examples of explicit knowledge that
you have acquired in your workplace or somewhere where you have worked.
MY LOCATION
New techniques and instruments have opened up a new world of possibilities with the aim of
optimizing work and achieving excellence. Knowledge is synonymous with success in all areas.
Listening, analyzing and investigating what is happening in the company is one of the keys to
achieving efficiency and detecting and retaining talent.
"You can't have a positive life and a negative mind." Joyce Meyer.
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Observatoryrh. (September 29, 2019). https://www.observatoriorh.com/orh-posts/conocimiento-
la-empresa-pieza-clave-del-exito.html
LEARNING ACTIVITY 7
THEMATIC CONTENT:
4.2. STUDY OF THE FINANCIAL STRUCTURE.
OBJECTIVE:
Iidentify how the financial structure of an organization is carried out, analyzing the characteristics
that make it up through the financial study.
4.2. STUDY OF THE FINANCIAL STRUCTURE.
The companies' balance sheet details all the investments (both structural and economic) that have
been made throughout their existence and the sources of financing for these investments. There
is a close correspondence between economic and financial structures and financial structures,
since financing decisions are conditional on investment decisions and are in turn limited by
investment decisions.
Lo that reflects the scope of a company is:
The economic structure represents investments, operating capital and the destination of financial
resources. All companies need, for their normal operation, to acquire and maintain assets
(machinery, warehouses, land, etc.) to be able to produce their products or to be able to provide
their services. These assets are known as economic structure and are usually broken down into
two large items:
1. The fixed asset or non-current asset: it isconstituted by those assets that remain in the
company, in general, for a period exceeding one year (building, machinery, etc.). They are
those that determine the productive capacity or dimension of the company.
2. Current assets or current assets: the elements of the current asset are characterized by
the fact that they are consumed in a relatively short period of time. These are those assets
that are likely to be converted into cash in a period of less than one year.
These are the elements that undergo continuous changes due to the company's own activity, such
as assets that are acquired for subsequent sale (goods) or receivables for credit sales or cash:
 To those assets that the company expects to sell, consume or realize in the course of the
normal cycle of exploitation (which, in general, will not exceed one year).
 To those assets whose maturity, disposal or realization is expected to occur in the short
term (maximum term of one year).
 To those financial assets classified as held for trading.
 Treasury (cash and bank accounts).
 Or other equivalent liquid assets.

For the study and analysis, the c tive tive is usually divided into three patrimonial masses:
existence’s, realizable and disponible.
• Stocks: raw materials and other components involved and consumed in the production
process of the company: packaging, semi-finished products, finished, etc.
• Realizable: debts that customers and debtors of the company maintain with it in the short
term and that will become available in less than a year.
• Available: the money available to the company in cash and current accounts (the treasury).
The financial structure is the acquisition of the goods that make up the assets of a company
(economic structure), implies having financial resources (financial structure).
The financial structure (net worth and

liabilities): represents the financial capital of
the company, its obligations and its debts.
This financial structure reflects the different sources of origin of the financial resources that have
been used to make possible the investments in the asset (economicstructure). The
financialstructure is classified into two broad groups:
 Permanent resources: consisting of net income and fixed liabilities or non-current

liabilities. Equity includes the company's own resources (capital, reserves and profit or
loss for the year). Fixedor non-current liabilities are those financial resources with
long-term receivability, generally greater than one year.
 Current liabilities or current liabilities: it is made up of financial resources whose

enforceability arises in the short term, generally in less than one year.
The financial structure includes the various financial resources which are being used by the
company at any given time. That is, it collects the debts and obligations of the company,
classifying them according to their origin (internal or external, own or others) and term (long or
short). That is why, so it is said that the financial structure constitutes the sources of financing of
the company, which can be classified into:
1. Internal financial resources: this is all those resources that the company has generated
in the development of its own activity. It is known as self-financing within which we must
distinguish:
 Of measure: profits that are retained to maintain the productive capacity of the
company. It is composed of the different provisions that are made for provisions and
amortizations.
 Enrichment: retained profits to undertake new investments that lead to the growth of
the company. It is composed of the reserves.
2. External financial resources: theseare resources that have not been generated by the
business activity itself. According to their origin we could classify them in:
a) Own resources, if they are contributed by the owners of the company (c apital or
capital social).
b) External resources: if they are contributed by natural or legal persons other than the
owners.
PRODUCT 7
(PORTFOLIO)
Make a list of 20 characteristics of the study of the financial structure.
MY LOCATION
The financial structure of a company is the composition of the sources of financing or liabilities
formed by external resources, represented by short- and long-term debts, and own resources or also
called net worth.
"Love the life you have so you can live the life you love." Huseein Nishah
.
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Economypedia. (2021). Financial structure. https://economipedia.com/definiciones/estructura-
financiera.html
LEARNING ACTIVITY 8
THEMATIC CONTENT:
4.3. SHORT-TERM DECISION MAKING.
OBJECTIVE:
Rerecognize the importance of restructuring the organization in the short term, through decision
making according to previous studies achieving greater growth and permanence in trade.
4.3. SHORT-TERM DECISION MAKING.
The five most important characteristics in decision making are:
 Future effects: this relates to the extent to which

commitments related to the decision affect the future. A
decision that has a long-term influence can be
considered a high-level decision, while a decision
with short-term effects can be made at a much lower
level.
 Reversibility: refers to the speed with which a

decision can be reversed and the difficulty involved
in making this change.
 Impact: This characteristic refers to the extent to which other areas or activities are
affected.
 Quality: this factor refers to labor relations, ethical values, legal considerations, basic
principles of conduct, company image, etc.
 Periodicity: This element answers the question of whether a decision is taken frequently
or exceptionally.
 Structure: this determines if the decision is programmed, generally programmed

decisions are defined and require little analysis, are short-term, very reversible and their
complexity is less, while unprogrammed decisions are random, require more analysis and
are long-term, irreversible and more complex.
In the field of administrative accounting, the decisions made are grouped into two categories:
short-term and long-term. This classification
facilitates the study of the content of accounting
information, aimed at serving as a tool in Did you know?
decision-making. The difference between the
two deadlines is determined by the variables
Short-term decision making is a process by
Table 6. Short-term and long-term differences. which one or more decisions are obtained as a
Many short-term decisions pursue the same result for the purpose of solving a situation.
general objectives as long-term ones: to
increase the company's profits.
Impact
In short-term decisions, their effects develop
over
over a shorter period of time and these occur
time
only once; and long-term those that exceed
the year.
It allows a distinction to be made between
Invest decisions that are short-term from those that
ment are long-term, it is the amount of investment
necessary to put the selected option into operation. The amounts of resources involved in the
short-term decision are relatively less important than in the long-term decisions. Long-term
amounts involved
decisions usually involve larger investment amounts, for example, they require the
acquisition of equipment, machinery, real estate or other fixed assets.
By degree of flexibility is understood the margin of maneuver that the management of the
Degree of company has to reorient the consequences of the decisions taken. With relative ease you can
flexibility redirect the decision in the short term. It has reverse.
Source: authors.
To increase the utility of a company there are several options:
 Increase sales.
 Reduce costs.
 Increase sales and reduce costs.
These options are generally to be taken into consideration when expressing the selection criteria
to be applied in short-term decisions. These criteria are determined according to each situation in
a more specific way using the following terms:
 You must choose the alternative that generates greater utility.

 The option with the largest contribution margin minus incremental fixed costs must be
selected.
 The alternative whose difference between incremental revenue and incremental cost is
greater should be chosen.
 The option must be selected where the contribution margin lost is less than the savings
obtained by eliminating direct fixed costs.
Table 7. Main short-term decisions.

1. Continue manufacturing a part or have it 6. Add a new product line.
manufactured externally.
2. Eliminate a line or a department, or continue to 7. Decide which is the best combination of lines to
operate them. place in the market.
3.Close the company or continue to operate it. 8. Close a branch or continue to operate it.
4. Accept or decline a special order. 9. Work a single shift or several.
5. Eliminate a line, a product or continue producing 10. Decrease or increase advertising.
them.
Source: authors.
PRODUCT 8
(PORTFOLIO)
Develop a concept map on short-term decision making.

MY LOCATION
In this box on communication, we have carried out a study of the financial structure of
Andalusian companies, differentiating them according to size and sector of activity. Thanks to
this descriptive work we have obtained a series of considerations about Andalusian companies.
"Surround yourself with positive people and you will be a positive person." Kellie Pickler
.
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Dialnet. (2005) Dr. Félix Jiménez Naharro, and Dr. María José Palacín Sánchez.
LEARNING ACTIVITY 9
THEMATIC CONTENT:
4.4. INFORMATION MANAGEMENT.
OBJECTIVE:
Recognize the fundamental elements of information management, distinguishing the types of

hypotheses and research design that make it up.
4.4. INFORMATION MANAGEMENT.
The success of a company does not depend only onhow it manages its material resources (labor,
capital, energy, etc.). It also depends on how you take advantage of your intangible assets ( know-
how, market knowledge, brand image, customer loyalty, etc.). The correct development of the
latter depends on the existence of an adequate flow of information between the company and its
environment, on the one hand, and between the different units of the company, on the other.
A company is more competitive the more it stands out in the exploitation of environmental
information. The importance of information for organizations can be seen from the following
basic points of view:
1. That they fulfill their primary function: to increase the user's knowledge or to reduce
their uncertainties. In this sense, the value of information is related to the way it helps
individuals within the organization to make decisions.
 Administrative value: when information enables management to make effective

decisions.
 Operational value: when information supports or documents routine or repetitive
activities of the organization. Example: manuals.
 Documentary value: when it serves as proof or evidence about the events that
occurred in the company. Example: the information provided by the purchase and sale
invoice.
 Historical value: when the information documents us about past events or provides us
with elements to estimate future behaviors.
2. Generator of new competitiveness factors: competitiveness does not depend only on the
ability of the Company to offer a product at a better price than its competitor, but also on what
the consumer public really requires or what the customer really values (quality, service, after-
sales service).
3. Integrator of the units of the organization: the information obtained by one unit can be
very useful for other units, even for those that seem less related.
4. To the extent that it improves the productive and administrative processes: that is
achieved with all that information that increases the knowledge technology of the human
resource of the organization. We obtain this information through specialized centers, centers
and magazines, publicdevelopment, among others.
TYPES OF INFORMATION.
1. External environment, is the entry of

information into the company from the
environment, is divided into:
a) Immediate environment.
 Customers.
 Suppliers and Distributors.
 Funders.
 Regulators.
 Competitors.
(b) Remote environment.
 Politics.
 Economy.
 Technology.
 Society, social norms or restrictions.
2. Internal environment, is the amount of information within the company and is divided into:
 Operational: es that which results from the daily functioning of the organization itself.
 Knowledge: companies generate knowledge as a result of the assimilation and analysis of

internal and external information and the exploitation of the creative capacities of their
members when new products are designed, improved or new production and
administrative processes are incorporated.
 Managers and Information: All members of the organization, especially managers, use
information to a greater or lesser extent, depending on the hierarchical position and the
type of decision-making.
We consider the three basic levels that make up the pyramid organizational:
a. Strategic Level: high-level managers, decisions are made about the long-term
objectives of the company, the resources necessary to achieve them and about the general
procedures. These strategic decisions are characterized by a high degree of uncertainty,
and require a large amount of information, both internal and external, to nurture the
capacity of decision makers.
b. Tactical level: it is in the hands of the managers of the middle level, their primary
function is to direct and supervise the functions that are carried out within the
organization so that in this way the objectives and goals set can be met. Managers at this
level require a balanced mix of internal and external information.
c. Technical or Operational Level: in the hands of first-level managers made up of

section heads and in some cases heads of departments. Their main objective is to verify
the daily tasks of the different sections or departments. Information is required on the
day-to-day conduct of the company's operations.
3. Corporate information that is the company’s information ally abroad. Every company that
wants to survive, must strive to emit a differentiated message to its environment, which allows it
to be clearly distinguishable by consumers.
There are two types of actions for the company to communicate:
 Direct: aimed at increasing customer information about the company. Example:

advertising campaigns, image dissemination, direct marketing...
 Indirect: toactions that implicitly contribute to increasing the information that customers
have about the company. A company that takes care of the quality of its product is perhaps,
without knowing it, information appearing in the environment, and that by satisfying
customers with high quality products they get a brand image and a prestige that the
customers themselves are responsible for spreading. Example: a security of quality, norms
of process and service efface.
PRODUCT 9
(PORTFOLIO)
Make an audio recording where you explain with your words and in a fluent way what you
understood about information management.
MY LOCATION
Most modern businesses rely heavily on systems for managing their operations and making
decisions.
"You're never too old to have another goal or another dream." C. S Lewis
.
Casilla 7
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Casilla 5
Casilla 6

Heron Edgard. (2014). Strategies for organizational information management. Retrieved from:
https://www.gestiopolis.com/estrategias-para-la-administracion-de-la-informacion-
organizacional/
Unit 5
RESEARCH REPORT
LEARNING ACTIVITY 10
THEMATIC CONTENT:
5.1. PURPOSE OF THE REPORT.

5.2. SCOPE OF THE REPORT.
OBJECTIVE:
Highlight the importance of the report within a company, thus analyzing the areas of opportunity
to work, through the contributions provided by the scope of a report.
5.1. PURPOSE OF THE REPORT.

5.2. SCOPE OF THE REPORT.
The research report is the main instrument for communicating research. It is prepared at the end
of the investigation; Although, during the process, pieces of the document are made (sections of
the theoretical framework, introduction, graphics ...).
This report must comply with a series of guidelines that guarantee its
correct reading. A first premise is that the information must appear
hierarchical, so that the person who consults the report is clear about
how the research process has been structured and what data correspond
to each of the sections, according to their relevance and the relationship
they maintain between them.
The logical structure of the research report follows the stages of the
scientific research process and adopts different modalities
depending on whether it is an experiment, a thesis or dissertation,
among other types of research.
The format of the report is integrated in a synthesized way by the following parts:
1. Material tobe removed. The preliminary material includes the elements prior to the body
of the report and consists of the following aspects:
A. Outer cover, which contains the following data:
 Name of the institution or organization for which the research is conducted.

 Title: the title must be brief and precise with an extension of no more than 15 words: the
title reflects the nature and content of the study.
 Author.
 Place and date.
B. Summary, which aims to briefly present the research report. This section describes the
problem, methodology, results, and conclusions concisely.
C. Table of Contents:
 List of tables.
 Figures
 Imagery.
2. The caseof the report. Some authors call this section text. The body of the report consists
of the following parts:
 The Introduction.
 Content development.
 Conclusions.
3. The material suplementario. It includes the following aspects:
 References.
 The Bibliography.
 Appendices, etc.
The report identifies the activities that have been

specifically developed to meet the established
objectives.
PRODUCT 10
(PORTFOLIO)
Create a word cloud about the purpose of the report.


MY LOCATION
The objective of this report is to identify the main advances in the execution of the company's
agreements and to formulate some recommendations to promote future actions related to the
approved initiatives.
"Learning is a gift. Even when pain is your master." Maya Watson.
Casilla 7
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Casilla 5
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Oas.org. (2021). satus Health and education.
https://www.oas.org/dsd/publications/Unit/oea61s/ch03.htm

THEMATIC CONTENT:
5.3. EVALUATION OF THE COMPANY'S SYSTEMS.

5.4. EVALUATION OF THE MANAGEMENT AND ORGANIZATION OF THE
COMPANY.
5.5. EVALUATION OF THE TECHNICAL CAPACITY OF THE COMPANY.
5.6. ASSESSMENT OF SOCIAL CAPACITY.
5.7. EVALUATION OF ECONOMIC AND FINANCIAL MANAGEMENT.
OBJECTIVE:
Explain the functionality of the evaluation within an organization, knowing the parameters under
which it will be carried out, this with the support of the different types of evaluation depending
on the area to be evaluated.

5.3. EVALUATION OF THE COMPANY'S SYSTEMS.

5.4. EVALUATION OF THE MANAGEMENT AND ORGANIZATION OF
THE COMPANY.
5.5. EVALUATION OF THE TECHNICAL CAPACITY OF THE
COMPANY.
5.6. ASSESSMENT OF SOCIAL CAPACITY.
5.7. EVALUATION OF ECONOMIC AND FINANCIAL MANAGEMENT.
A comprehensive management evaluation model is essential to know the real situation of a

company and serves as support for the achievement of the proposed objectives, agility in
managerial decision-making and the timely solution of problems.
The model seeks to provide clear and concise information, so that the company is able to detect
and overcome in advance and proactively moments of crisis, based on the information provided
by the model, in such a way that it allows to prepare strategies and implement tactics to achieve
success.
All companies, regardless of their size or economic activity, must adapt to various situations,
whether they result in periods of success or crisis. Managers of a company are often faced with
situations that lead to rethinking strategies, policies and objectives.
Phenomena such as economic openness have forced entrepreneurs to improve aspects of their
companies, such as the quality of their products, improvement of technology, efficiency of their
production processes, diversification of their products, improvement of the educational level of
their employees, improvement of customer service, among many
others, this in order to achieve competitiveness.
Some companies have taken advantage of this situation

to seek new business abroad, increasing their exports
and seeking commercial alliances with foreign
companies. Companies are faced with the strong
competition caused by economic opening, which is
why they must seek to be increasingly efficient and
competitive.
They are also faced with growth and therefore have to

make decisions to expand capacity, which usually requires
large investments and decisions that must be carefully
evaluated and analyses.
Inefficient business management can lead a

Did you know? company to failure. One of the most frequent
problems encountered in companies is the lack of
Business management: is the ability of a model that allows the evaluation of business
leaders to organize, control and direct a management in an integral way. It is of great
group of people to achieve the proposed importance, to examine the real situation of the
objective through various strategies.

company, detect the existing problems and their causes and evaluate, in order of importance, each
of them, looking for the appropriate solutions.
The task of evaluating is also complex because it goes beyond the mechanical application of
techniques or methodologies to analyze and evaluate actions, programs, projects or organizations;
to promote human, economic or social development. Each organization is considered as a system
that is managed by processes, in which certain operations are carried out to add value to the
initial inputs. The evaluation allows to measure the level of integration of the company as a
system, serves to clarify the objectives and organizational purposes, whether they are focused on
productivity, efficiency, effectiveness, survival, competitiveness or growth of any type of
organization.
On the other hand, the measurement of results based, fundamentally,

on economic indicators and measurement of tangibles, no
longer satisfies the need to comprehensively understand
organizational performance. A new management paradigm
is imposed on the world that considers knowledge as the
main organizational resource and knowledge management
as a managerial approach.
Among the guiding principles by which the business

improvement process has been guided are to consider it as a
process of continuous improvement of the internal
management of the company, which makes it possible to
achieve, through systematic work, a high performance to produce
goods or provide competitive services. The results obtained allow us to affirm
that prior knowledge of the rules and contents of the evaluation play an important role. For this, it
is necessary to have the same references and guidelines for action that allow a company to
compare itself over time, and with other organizations, as a daily method of organizational
learning.
PRODUCT 11
(PORTFOLIO)
It produces a summary table of the types of evaluation addressed in the box.


MY LOCATION
In this lesson you understood that the evaluation within the company and in the various areas that
were addressed, allows to measure the level of integration of the company as a system, serves to
clarify the objectives and organizational purposes, whether they are focused on productivity,
efficiency, effectiveness, effectiveness, survival, competitiveness or growth.
"There will be nothing that can scare you if you refuse to be afraid." Gandhi.
Casilla 7
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Casilla 5
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Faedpyme. (June 2016). Evaluation of economic and financial management in Mexican
microenterprises. http://faedpyme.ojs.upct.es/index.php/revista1/article/view/108/156
THEMATIC CONTENT:

5.8. CONCLUSIONS OF THE REPORT.
OBJECTIVE:
Consciously describe the conclusion of the report, so that the reader understands, more about the
topic.

5.8. CONCLUSIONS OF THE REPORT.

The conclusions of a report are based on results that after investigating, reasoning and analyzing
are exposed at the end of the work. It is a good time to give explanations, defend arguments and
analyze the work done. These are the characteristics that the conclusion of a report should have:
 It should lead to a high degree of learning.

 It has to provide valuable information about the research or work done.
 He does not want to give opinions but objective results.
 It must be reflective about the subject treated.
 They have to be closely related to the objectives that were to be achieved in the research.
 The conclusion should leave no doubt about the results obtained in the research or work
carried out.
 It must be explicit to the target audience.
 You have to use formal language.
 It has to synthesize the most relevant points of the research.
 Each conclusion must be different from the others, that is, redundancies must be avoided.
 A conclusion should persuade the reader to investigate the topic further.
 A conclusion should not add new information that does not exist in the research or that
has nothing to do with the topic treated.
In addition, the conclusions in a report should include the main points of the work done, being
one of the parts of an important report.
Any conclusion must contain the basic elements that we will present to you independently of the
type of report we make.
MAKE THE CONCLUSIONS OF A REPORT.
At the moment that we start to make the conclusions of a report we will follow step by step the
following instructions:
 Restate the subject of the report: we will briefly restate the issue and explain the reason
for its analysis. We will be concise when it comes to doing so using a phrase.
 Capture the thesis: we will name the thesis paraphrasing it being a perfect complement to
the topic.
 Summarize the key points: we will make a brief summary of those aspects that we
consider main.
 Explain the important aspects coherently: we will address the important issues and
explain the different points in the body of the report.
In addition, we will try to make our conclusion of the report effective

by using:
 A basic synthesis.
 Restating the initial ideas.
 Stating a meaningful opinion.

 Formulating questions and suggestions.
PRODUCT 12
(PORTFOLIO)
Make a reflection of this conclusion and add your comments.


MY LOCATION
If youunderstand howa report is drawn up, you need to takethe steps into account and continue
investigating individually. You have reached the end of your educational guide, with effort and
great courage, today we congratulate you for the dedication and commitment you put into each
box.
"Great ideas are often met with violent opposition from mediocre minds."
Albert Einstein
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Congratulations, at this
point you have
completed your subject.
Casilla 5
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Edgar Peña Guerrero. (n.d.). Simulation model. Retrieved from:
https://repository.unilibre.edu.co/bitstream/handle/10901/9271/PROYECTO.pdf?
sequence=1&isAllowed=y

CLOSURE OF THE SUBJECT
SELF-EVALUATION
To close the subject, I am going to ask you to carry out the following self-evaluation process, it is
very simple.
Instructions: you have to evaluate on a scale of 1 to 10, your attitudes to the topics
developedthroughout the subject, placing an X in the number that you consider corresponds to
your attitude. After you have marked the six categories you must attach it to your portfolio.
10
9
8
7
6
5
4
3
2
1
0
Did I follow the Did I heed the general According to your I feel motivated Did you consult What I learned Is
recommendations for recommendations for performance and and excited for with your it interesting and
the study of my my readings? commitment in your my next topics. dictionary or important for my
subject? activities, what with the web profession?
qualification would browser, the
you assign? words that you
did not know?
Note:
1.- You cannot alter this format.

2.- You can print this sheet, fill it out, then scan it and finally send it to your portfolio.
BIBLIOGRAPHIES AND GENERAL SOURCES.

Alvarez, Risco, Aldo. (2020). Research background.

https://repositorio.ulima.edu.pe/bitstream/handle/20.500.12724/10819/Nota%20Acad
%C3%A9mica%203%20%2818.04.2021%29%20-%20Antecedentes%20de%20Investigaci
%C3%B3n.pdf?sequence=1&isAllowed=y
Dialnet. (2005) Dr. Félix Jiménez Naharro, and Dr. María José Palacín
Sánchez.file:///C:/Users/Intel4/Downloads/Dialnet-
LaEstructuraFinancieraDeLasEmpresasUnAnalisisDescr-4054781%20(1).pdf
Economypedia. (2021). Financial structure. https://economipedia.com/definiciones/estructura-

financiera.html
Edgar Peña Guerrero. (n.d.). Simulation model.
Faedpyme. (June 2016). Evaluation of economic and financial management in Mexican

microenterprises. http://faedpyme.ojs.upct.es/index.php/revista1/article/view/108/156
Heron Edgard. (2014). Strategies for organizational information management. Retrieved from:
https://www.gestiopolis.com/estrategias-para-la-administracion-de-la-informacion-
organizacional/
GestionNet Group. (May 16, 2019). THE ISLAND: Business simulator [video file]. Retrieved
from: https://youtu.be/XxN2Nz4LfsQ
Made in Germany DW Spanish. (February 9, 2016). Efficiency, a measure of all things? [video
file]. Retrieved from: https://www.youtube.com/watch?v=3FEuC3Hraw8
Ionos. (June 29, 2020). Continuous improvement: method to improve quality in your company
https://www.ionos.mx/startupguide/productividad/proceso-de-mejora-continua/
Monographs. (2020). The hypothesis

https://www.monografias.com/trabajos73/hipotesis/hipotesis.shtml
NetLogistik. (April 05, 2017). JUMEX: making its logistics processes efficient [video file].
Retrieved from: https://www.youtube.com/watch?v=nXzbS9dHVMA
Oas.org. (2021). satus Health and education.

https://www.oas.org/dsd/publications/Unit/oea61s/ch03.htm
Observatoryrh. (September 29, 2019). https://www.observatoriorh.com/orh-posts/conocimiento-
la-empresa-pieza-clave-del-exito.html
Pavón León, Patricia and Gogeascoechea Trejo, Ma. del Carmen. (June 2010). Research
methodology II. http://paginas.facmed.unam.mx/deptos/ss/wp-content/uploads/2018/10/8.pdf
praxisframework. (2019). https://www.praxisframework.org/es/knowledge/organisation-

management#:~:text=La%20gesti%C3%B3n%20de%20organizaci%C3%B3n%20se,al
%20equipo%20de%20gesti%C3%B3n%3B%20y Organization Management

No author. (undated). What is a market analysis? https://www.questionpro.com/blog/es/analisis-

de-mercado/
All matter. (2021). Hypothesis. https://www.todamateria.com/hipotesis/

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SANTANDER UNIVERSITY DIRECTORY

Dr. Enrique Javier Navarro Flores

Dr. Luis Jiménez Zúñiga

THEMATIC CONTENT AND LEARNING ACTIVITIES

3.3. Guide for operational technical analysis in the company. 67

5.4. Evaluation of the management and organization of the company. 108

Hello my name is Jorge, and I will accompany you in

Perseverance and attitude are the path to success.

PEDAGOGICAL ELEMENTS OF SUPPORT FOR LEARNING.

MAPPA (PERSONALIZED LEARNING MODEL OF YOUR

YOUR EDUCATIONAL ROUTE OF THE

LMK001 OBLIGATORIA LMK002 OBLIGATORIA LMK003 OBLIGATORIA LMK004 OBLIGATORIA

LMK005 OBLIGATORIA LMK006 OBLIGATORIA LMK007 OBLIGATORIA LMK008 OBLIGATORIA

LMK009 OBLIGATORIA LMK010 OBLIGATORIA LMK011 LM K006 OBLIGATORIA OPTATIVA

3 METODOLOGÍA DE LA PLANEACIÓN DIDÁCTICA

LMK012 OBLIGATORIA LMK013 OBLIGATORIA LMK014 OBLIGATORIA LMK015 OBLIGATORIA

4 INFOTECNOLOGÍA E ESTRATEGIAS DE ENSEÑANZA

LMK016 LM K011 OBLIGATORIA OPTATIVA LMK017 OBLIGATORIA LMK018 OBLIGATORIA

LMK019 LM K009 OBLIGATORIA LMK020 OBLIGATORIA LMK021 LM K016 OBLIGATORIA OPTATIVA

LMK022 OBLIGATORIA LMK023 OBLIGATORIA LMK024 OBLIGATORIA LMK025 OBLIGATORIA

7 METODOLOGÍA DE LA COMPORTAMIENTO DEL PLANEACIÓN ESTRATÉGICA Y PRONÓSTICO PARA LA TOMA DE

LMK026 OBLIGATORIA OPTATIVA OPTATIVA LMK027 OBLIGATORIA

LMK028 OBLIGATORIA LMK029 OBLIGATORIA LMK030 OBLIGATORIA LMK031 OBLIGATORIA

OPTATIVA OPTATIVA OPTATIVA LMK032 LM K027 OBLIGATORIA

ÁREAS TOTAL DEL PLAN DE

OPTIONAL NAME KEY TRAINING AREA

BUSINESS SIMULATION LMKO14

ENTREPRENEURIAL DEVELOPMENT LMKO15

GENERAL OBJECTIVE OF THE SUBJECT.

4. Indicate the characteristics that identify the theoretical framework of an investigation,

9. Recognize the fundamental elements of information management, distinguishing the types

Unit 1: RESEARCH APPROACH.

THEMATIC MAPPA OF THE SUBJECT "BUSINESS

When you reach your

NOMENCLATURE OF THE THEMATIC MAPPA OF YOUR

The thematic MAPPA of the subject is a practical and simple

In your thematic MAPPA you find the following elements:

Colors that mean the

Advance Indicates the number of exercises passed.

Indicate in which box you are located.

These simulation games (as they are often called),

This dynamic environment of simulations

Feedback micro activities

- If you had your own company.

Indicators Excellent Very advanced Satisfactory Basic Scarce

It does not present

STUDY RECOMMENDATIONS FOR THE SUBJECT.

GENERAL RECOMMENDATIONS FOR YOUR READING:

 Focus on your reading.

1.1. RESEARCH BACKGROUND.

1.1. RESEARCH BACKGROUND.

Once the entrepreneur or entrepreneur conceives his

Source: Own elaboration, with data from Yánez D. (2020).

HOW TO LOOK FOR THE BACKGROUND OF AN INVESTIGATION?

WHAT ARE THE COMMON MISTAKES MADE WHEN LOOKING FOR

 Locate antecedents by similarities in the names of the investigations, without making a

HOW DO I START THE SEARCH?

HOW TO PRESENT THE BACKGROUND OF AN INVESTIGATION?

BASIC ELEMENTS OF A RESEARCH PROJECT.

1. Context of the problem situation.

2. Statement of the background to the problem.

3. Formulation, justification and feasibility of the problem.

4. The design of the objectives and/or purposes.

Once the topic of our interest has been chosen to do an