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The dynamism experienced by organizations today must be compensated with the use of techniques and tools that meet their needs. The conjugation of elements of the classical administration, with the new tendencies to manage the companies is a feasible conception in the search of results for the increase of the organizational performance. In this paper a procedure for the application of the DACUM method, originally conceived for the occupational description of a job, in an approach to Knowledge Management is proposed. The adaptation raises the extension of a matrix that incorporates the necessary knowledge for the execution of tasks and functions that converts the method into a feasible use tool in the elaboration of improvement programs and in the knowledge audit processes. [ABSTRACT FROM AUTHOR]

This paper aims to establish a general method to measure the overall performance of logistics processes in the lines of tacking the Graphic Enterprise of Villa Clara, problems affecting its performance in the processes of purchasing, customer service and internal transport. To measure the overall performance of the logistics processes, the indicator Overall Performance Level of the Logistic Processes is built (NDIPL). For this, interviews, expert method, multicriteria methods, statistical techniques, direct observation and records analysis were applied. Once the procedure was applied and determined the level of overall performance of the selected logistics processes, better results were achieved in some of the indicators evaluated in these logistic processes and in the level of overall performance. Also, it was demonstrated the possibility of using this procedure as an instrument for evaluating logistics processes. [ABSTRACT FROM AUTHOR]

Nowadays there are methodologies, standards, maturity models and guides that can help an organization to improve the way it operates. Maturity models are evolving methodologies to manage the quality of the organization. They were initially designed for the software industry, but currently its application area is very diverse. The implementation of maturity models in small and medium enterprises (SMEs) is difficult, since these organizations are wrongly structured in general and in most cases they do not have qualified and certified personnel. The main purpose of this paper is to perform recommendations that may be applied by SMEs, starting from a review of recognized maturity models. [ABSTRACT FROM AUTHOR]