EL INGLES Y LASTECNOLOGIAS DE LA INFORMACION Y COMUNICACIÒN

EN EL ÀMBITO EDUCATIVO

Mg. NÉSTOR HERNÁN GARZÓN SOLÓRZANO

UNIVERSIDAD DE LA AMAZONIA
FACULTAD DE CIENCIAS CONTABLES ECONOMICAS Y ADMINISTRATIVAS
PROGRAMA CONTADURIA PÚBLICA
CURSO INTENSIVO DE PLANEACIÓN ESTRATEGICA
FLORENCIA - CAQUETA
2019
 INTRODUCCIÒN
La tecnología juega un papel importante en nuestra sociedad, y es fundamental
cada día para enriquecer el proceso de enseñanza; ya que es por este medio la
manera como se desarrollan estrategias de aprendizaje significativo para crear
ambientes adecuados para aplicar los conocimientos recibidos en el aula de clase
con escenarios lúdicos, y con un mayor nivel de eficiencia En la actualidad las
tecnologías de la información y comunicación (TIC), son herramientas
fundamentales en aspectos laborales y educativos, donde el educando desarrolla
capacidades analíticas y críticas en los estudiantes. Una gran ventaja que este
medio ofrece es la gran cantidad de información que se puede recoger para
profesores y estudiantes; dónde el docente cumple el papel de orientador y el
alumno propicia un autoaprendizaje, rompiendo así las barreras de espacio,
temporales y tradicionales.

Por otro lado, el inglés al igual que la tecnología cumple una función especial en el
campo profesional, donde es necesario, para que las personas accedan con mayor
facilidad a las bases de datos y se motiven a desarrollar conocimientos
investigativos, los cuales contribuyen a un mejoramiento continuo y un desempeño
de calidad.
 DOCUMENTO EN INGLES

DEFICIENCIES IN THE USE OF THE FODA, CAUSE AND SUGGESTIONS

Objectives and structure of FODA (DAFO- DOFA)

On the origin and authorship of the SWOT mismatch between the

specialists.Weihrich, who joined the Body text prepared by Koontz (Koontz, Weirich,
2004) and is used extensively in "Management excellence. Productivity through
Management by Objectives" (Weirich, 1989) proposing to incorporate the tooling of
the Directorate for Objectives (MBO) states that met him at a seminar conducted by
George Steiner at UCLA in the late sixties. Steiner, meanwhile, is used extensively
in "Strategic Planning. What every manager should know" (Steiner, 1991) without
mentioning its origin.

Alan Chapman, (2004) in an article published on the website of gerencia.com raises,

which as reported by Albert Humphrey, "SWOT analysis emerged from research
conducted by the Stanford Research Institute between 1960 and 1970. Its origins
stem from the need to discover why corporate planning failed. The research was
funded by the Fortune 500. “Among the members of the research team does not
appear Steiner.

To identify the purpose of the FODA analysis can be used two definitions, one on
"Strategic Management", another on the FODA analysis. Fred David Strategic
Management defines as follows:

A company should try to implement strategies to obtain benefits from its internal
strengths, take advantage of external opportunities, mitigate internal weaknesses
and avoid or lessen the impact of external threats. This process is the essence of
the Strategic Management. "(David, 1988, p. 35).

On FODA analysis, Steiner (1991) states the following.

FODA analysis is a critical step in the planning process. Properly examine

opportunities and threats (threats) future of a company, and in an impartial study
relate to the potential (strengths) and weaknesses of it is a huge advantage (p. 26).

Both appointments are complementary: the first, there is the essence of Strategic
Management, in the second, the tool can be used to implement it. This may be clear
that the essential purpose of the SWOT analysis is the generation of strategies that
enable the organization to "connect" with the potential actions (opportunities) that
can take in its external environment, and prepare to face the dangers ( threats),
building on its strengths and reducing the negative impact that may have their
weaknesses.

The instrument that integrates the environmental analysis, with the analysis
(diagnosis) is the Matrix internal SWOT (SWOT) that in the text-Weihrich Koontz,
(2004) is defined as "a conceptual framework for a systematic analysis, which
facilitates mating between external threats and opportunities, with the strengths and
weaknesses internal to the organization "(p. 167). The FODA matrix can be
represented as follows.

In this scheme, which presents the main results of the FODA analysis, after less
relevant discriminating factors that arise in the analysis process, you can count on a
"snapshot" of the main factors to keep in mind an organization to design their
strategies.

Using the FODA matrix (FODA or TOWS for its acronym in English) has been
extended to applications as diverse as transnational mergers and personal life
planning. In the latest edition of the text-Weihrich Koontz (2004) discussed its use in
the merger of Daimler-Chrysler, which generated a "Matrix FODA (TOWS) 3X"
consisting of preparing a matrix for each company, where revealed complementary
strengths weaknesses of one with another. A third matrix presented the results that
would merge both, identifying the "new skills" that generate synergies with the
integration of both.

Steiner (1991, p. 303) states that "Several lessons of experience with strategic
planning apply to planning areas outside the business world.One of these important
areas is the planning staff" (p. 303). Consistent with this, he devotes a whole chapter
of his book "Strategic Planning" to the use of analysis and the FODA Matrix to the
"Personal Life Plan." The baseline target that arises is "Maximize personal
conformism for life."

Strategic analysis of the environment

Conventionally, we call "environment" to everything that is "outside" of the company

(in many translations is called "external environment"). Including suppliers,
customers, competitors, banks, markets, government, environment, community,
legislation, national and international economy, and so on. For their analysis, experts
divide it into two parts: the "micro-environment" or "competitive environment" and,
the"macro" or General surroundings.
The "competitive environment" includes factors that influence a particular type of
business in an "industry" in specific, Michael Porter defines as follows:

An industry (or industry) is made by a group of companies that produce products (or
services) that are substitutes for each other. Constitutes the "business" in which a
company moves, so it is allowing you to identify who your customers, your
competitors and what the market (Porter, 1991, p. 25).

The model used in the analysis of this type of environment is "The 5 Forces of
Competition" proposed by Porter in the early eighties (Porter, 1990). In this model
are analyzed: the rivalry between the companies operating in that industry, the
bargaining power of suppliers and customers of the same, the threat of potential
entry of new competitors in the industry and the emergence of products substitutes
for moving in that industry. Trends and changes in the "competitive environment" are
specific to companies operating in a kind of business (industry) specific, such as
steel, furniture, power plants, supermarkets, banks, insurance, etc..

The "macro-environment" or "general environment" refers to situations or factors that

may affect any type of business (industry). For analysis, the group specialists in the
fields can exert the most influence in business, such as: changes and trends in
technology, economic, political, social, international, legal, legal, and environmental.

Both the analysis of "competitive environment" and the "macro-environment," the

company can identify trends, factors or situations that can be used to develop its
activities and results, for example, state regulations that encourage the development
of its sector, new markets that can be positioned. These are the "Opportunities". But
also, you can identify situations that may constitute "threats", such as: presence of
new competitors, deteriorating economic situation in the country where you operate,
entry of substitute products.

Analysis (diagnosis) internal strategic

To meet the demands and trends can be identified in the environment, the company
must realistically analyze the resources and possibilities which can be supported,
which are the "strengths". But also, the resources or internal factors that can limit
performance and results, which would be their "weaknesses".

To perform the analysis (diagnosis) internally, the company's management team can
be led by various instruments. One of them may be the "value chain", which
proposes Michael Porter, which "runs" all the essential process of generating value
from the procurement of supplies to the marketing of their products. A functional
approach to this process identifies, as key components of a business: Equipment,
Technology, Logistics, Marketing, Distribution Channels, Human Resources,
Finance, Administration and organization.

You can also use the "Model of the 7S" proposed Athos and Pascal, a consultancy
McKenzie, analyzing what they see as the main components of running a business,
in their expressions in English, start with "S". They are: Strategy, Structure, Systems,
Staff (Staff), Style, Skills (Skill) and Shared Values (Shared Values).

An analysis of its resources and its internal situation in these components, the
company can identify the strengths in which you can rely on to, with certain
strategies, opportunities, or face the threats identified in the environment. You should
also diagnose the factors that may limit their activities and performance, which would
be its weaknesses and propose strategies and actions to overcome or neutralize
them.

Other aspects of the FODA analysis

Other aspects of a general nature, which include specialists on the FODA analysis,
are the time horizon of "internal analysis" and "environmental analysis" and the
peculiarities of the analysis process.

On the "horizon", McConkey, in "How to Manage By Results" states that the

strengths and weaknesses, ie the "internal analysis", "be directed to the present,
while the analysis of the Opportunities and Threats, is that the "environmental
analysis" must be oriented to the future of the period under consideration for the
preparation of the strategy. "(McConkey, 1985, p. 110).

Provide reasons for this are clear. The company's strategy must be prepared on the
basis of resources and weaknesses that the company has "now", not in the future.
But the impact of this strategy will in the future, in which environmental factors may
change significantly. In short, the essential purpose of the strategy is to adapt and
prepare the company to address the foreseeable conditions in their environment in
the future. That "future" is nearby. Experts suggest that is 3-5 years. Consider a
longer period is difficult to predict by the company. Moreover, their estimate would
fall within the scope of "forecasts" and requiring prospective instrumental conceptual,
technical and mathematical very different dynamics and immediacy that should
characterize the strategic planning processes.

The other aspect that experts say is the process of "analysis of the situation", for the
preparation of the strategy. Minztberg (1991) and others, have argued that as
important as the results is the process used for the analysis and generation
strategies. Unlike "traditional planning" which is specialized work they do, they
process information and prepare proposals for "consideration of the management
team", the "strategic planning" is a task of top management and its team.

The generation of ideas and exchange between members of the management team,
which can incorporate other specialists or members of the organization, including
external factors, such as customers, suppliers, staff and others, not only allows the
analysis of the issues from different points of view, but to generate synergy,
consensus and higher levels of commitment in implementing the strategy.

Deficiencies in the use of FODA. Root causes and recommendations

As stated above, the use of FODA is a recurring theme in master classes, workshops
and consulting management. Most participants have some experience, knowledge,
or "concerns" about this tool. Promote the exchange of ideas and experiences in
these groups is useful not only to enrich the knowledge of participants, but also to
systematize trends and experiences that can be shared with other groups. Someone
told me "is doing science with experience." Nothing new, an important part of
knowledge management comes from this source. According to Koontz-Weirich,
(2004) until the middle of last century, the "administration (management)" was
nourished by empirical evidence, and not until the fifties, they begin to work produced
from the academies and scientific groups.

Below is a selection of what they have raised managerial and professional groups
about "defects" in the use of this tool, what they think are the "root causes" and offer
suggestions to overcome them.

* Identify as "opportunities" factors really are "strengths" or "threats" others are

"weaknesses". (It also happens in reverse in both cases).

Main causes. Lack of clarity between what is "environmental factors" which are
outside the "catchment area" of the executives of the company and, therefore, on
which they can not influence, and the "internal factors" who are under their influence
on those who can act.

Suggestions. Before starting the generation of ideas and information gathering for
the "strategic analysis of the situation," as he called Steiner, acting as facilitator, or
lead the process should clarify the areas covered by each of these areas. When I
work this in consulting, generally after introductory conceptual explanations, I
perform a "warm-up" and do not start generating ideas until all participants are clear
about the difference between these areas, external and internal.

* In the "environmental analysis", limited to economic factors, not sufficiently weigh

trends and changes in the technological, political, social, international, legal
regulations, among others, that can have significant impacts on performance and
results company.

Main causes. Underestimation of the potential impact factors "noneconomic" activity

of the company.

Tip. Before starting the analysis of the environment, the management team that will
work on this, you must specify the groups of environmental factors that may exert
certain influence on its future activity and identify trends and major changes can
foresee. For this, they orient the models of "the 5 Forces of Competition", proposed
by Michael Porter (1990) for analyzing the competitive environment and the
identification of Critical Success Factors (CSFs) in the moving business the
company, among others. In general, the main groups of factors in the "macro
environment" to be analyzed are: changes and trends in technology, economic,
social, political, legal, international, and environmental. For this there are different
"guides" that are available in the literature and online.

* Overvaluation of their "strengths" that sometimes, when compared with the

performances of the competition in this area, in fact, are "weaknesses" they should
try to overcome.

Main causes. Often, management attention is too focused on what happens "inside"
of the company. The lack of knowledge, monitoring and analysis of what happens in
the environment, including strategies and practices of competition, is a significant
deficit that many management teams and professionals recognize that they must
overcome. It is common among the strategies that emerge from the FODA analysis,
many companies faced: "Establish information systems and monitoring the market
and competition."

A comment. This deficit is present only in American management teams, who are
we have worked with these issues. Also, in many works of "management gurus",
recognizes its presence in managerial groups in developed countries.

Tip. Regardless of entailing a strategic mentioned, management teams have

proposed that, as part of the development of the "situation analysis", it is believed
an "ad hoc" to compile "emerging information" on this matter for can be taken into
account during the process.

* Giving the same assessment of factors that can have a significant impact on
company performance, that is "strategic", and others who, in practice, they are
irrelevant.

An example. In the "internal analysis", a company included among its weaknesses,

"Having a single provider in a strategic input," along with "The office furniture
chapillas do not have identification."

Main causes. Two cases arise to explain this shortcoming: one, intended to "solve
everything" at the same time and, two, lack of hierarchy in the consideration of the
factors that are truly strategic. Steiner (1991) posed by the presence of these
problems also in large U.S. organizations, which used to substantiate the need to
define the "Key Result Areas", before starting the "Situation Analysis", or use them
as criteria for evaluating reports that were generated during the strategic planning
process.

Tip. Management teams that have identified this problem coincide with raising
McConkey (1985) in "How to Manage by Results". They propose that, before starting
the analysis of the situation to identify the "Critical Success Factors" in the business
that moves the company and what the team believes are the "Key Result Areas" of
the organization.

To complement this, after the information collected and generated ideas, techniques
can be applied "reduced list" as weighted voting, assessment of alternatives, cause-
effect diagram, among others.

* Apply the same "time horizon" to "internal analysis" and "environmental analysis".

In this theme we can find two approaches. Some companies believe that the
"analysis of the situation must be realistic." Therefore, identifying the strengths and
weaknesses presented by the company "now." But do the same with the
Opportunities and Threats. In other cases, considering that "the strategy is prepared"
now ", but operate in the future", both analyzes were projected into the future,
including the strengths and weaknesses they think "may have in the coming years."
Both approaches are wrong, for reasons that were discussed above. The
suggestions are obvious and were discussed above.
 Limit the FODA analysis to identify internal strengths and weaknesses, and
opportunities and threats in the environment, have a list without preparing and using
the FODA matrix which is the instrument for the preparation of strategies.

Most teams that have worked these issues agree that this is the most important
deficiency and found that significantly limits the potential of this tool.

Main causes. The main reasons identified as causes of this are:

1. Ignorance of the potential of the analysis and the FODA Matrix for generating
strategies. After preparing the list of factors in each component "we know what we
can do with this," pose.

2. Lack of habit and culture of work on the analysis and strategy formulation. "We
focus on the daily work, and do not make time for this."

3. Low participation of other members of the organization in the process of analysis

and strategic planning. "Many times, the FODA analysis and the generation of
strategies the Manager and 2-3 do more."

The passage of "FODA Analysis" to "FODA Matrix", apparently, is part of the

historical evolution that has taken this management tool. This can be inferred from
Weihrich posing in the latest edition of the text of "Administration" (2004), when he
states:

"For the space of many years, we have used the FODA analysis (SWOT) to identify:
strengths, weaknesses, opportunities and threats of the company, but this type of
analysis is static and rarely leads to the development of clear alternative strategies.
Consequently, the SWOT matrix was introduced to analyze the competitive situation
of the company, or even a nation, which identifies four sets of strategic alternatives
defined ... ".(Koontz-Weirich, 2004, p. 167).
DOCUMENTO EN ESPAÑOL
CONCLUSIÒNES
RECOMENDACIONES
 BIBLIOGRAFIA

JIMÉNEZ, Alexis Codina. Revista Ciencias Estratégicas. “Deficiencias en el uso del

FODA causas y sugerencias”. Tomo 19. Junio de 2011. Editorial Revistas Ciencias
Estratégicas, Escuela de Ciencias Estratégicas, Universidad Pontificia Bolivariana.
http://search.proquest.com/docview/916923582?accountid=49650. Base de datos:
ProQuest Research Library. Medellín Colombia.