General form theory

1.
Definition

2. Parts of the form

3. Requirements of the form analyst and draftsman

4. Classification

5. General considerations for preparing a form

6. Form Design

7. Form analysis

8. Form control systems

9. The functional index

10. Form Classification

11. Inventory control

12. Flowchart

13. Post

14. Quality system and continuous improvement

15. Example of a job description sheet

16. Conclusion

17. Bibliography

INTRODUCTION

Due to the division of labor and the resulting specialization of functions, the primary human
resource needs for the organization, whether in quantity or quality, are established through a
representation of description and determination of charges.

The job description outlines the tasks, duties and responsibilities of the position, while the
position determinations address the requirements that the occupant needs to perform.
Therefore the positions are supplied according to these delineations and those specifications.

The occupant of the position must have characteristics compatible with the specifications of
the position, while the performance that must be performed is the content of the position
explored or recorded in the description.

In general, the job description presents its content in an impersonal manner, and the
specifications facilitate the organization's perception of the human characteristics required to
carry out the job, formulated in terms of education, experience and initiative.
It is necessary that the positions be described and analyzed to know their content and
specifications, in order to manage the human resources used in them; The position must be
known in its entirety and for this the description and analysis of positions is important, it is the
best way.

We should not only focus on the positions that exist within an organization; Currently, in
most of the tasks carried out by man by institutions , forms are used, these are pro-forma
papers or documents that are used to collect and transmit information that is imperatively
necessary to make it known in the execution. effectiveness of the acts of each of the
organization's servant members, inside and outside the work area.

The forms are work instruments, therefore if they are not functional and are not designed to
adequately adapt to the use to which they are given, they can hinder and prevent the
operation of the procedure or system in which it is involved, causing confusion, delays and
errors even in procedures and systems designed with a high degree of perfection. On the
other hand, the advantage of forms is that by redesigning or simplifying them, a notable
improvement can be produced; For this reason, the analysis, design and control of forms is
essential in every organization to guarantee an adequate sintering of the flow of documents
in the different dependencies that make it up, taking into account both the creation, printing
and storage of the forms, as well as their processing and circulation.

Another instrument that is used very frequently in organizations, because it facilitates the
definition, formulation, analysis and solution of any problem that may arise within the
organization, is the Flowchart or Flow Diagram, which consists of graphically representing
facts, situations. , movements or relationships of all kinds, through symbols;
They may contain additional information about the method of carrying out the operations, the
itinerary of the people, the forms, the distance traveled, the time spent, among others.
Flowcharts are considered, in most companies or systems departments, as one of the main
instruments in the implementation of any method and system, since they allow the
visualization of unnecessary activities and verify if the distribution of work is balanced. and
well distributed in people.

The flow chart helps the analyst to understand the information system according to the
procedural operations included, it will help him to analyze these stages, in order to improve
them and increase the existence of information systems for the administration.

GENERAL THEORY OF FORMS.

DEFINITION.

It is a piece of paper that contains data and blank spaces to record variable information, which
will have different uses depending on the functional area to which it belongs. It can also be
considered as a work instrument whose objective is to transport information to simplify and
facilitate the development of administrative procedures. Constant information is printed on
them and they have a series of spaces to record variable information. It is any paper that
contains information, text, headings, printed or blank to fill in later.

PARTS OF THE FORM.

Upper end or head:

It is used for the initial data of the form, such as identification of the organization, title or name
of the form and others. It represents the introduction regarding the action that is going to be
developed in the body of the form.

Form body:

It contains the largest group of data in the form, which is what generates the implicit action
which is determined, according to the information to be obtained, by using the form. Data and
distribution decisions are analyzed following a logical placement sequence.

Bottom end or foot:

It contains the closing or conclusion data of the form, signatures and seals to approve or
conform the information registered in the body of the form, and the registration code is also
recorded.

Aim:

Filling the needs that offices demand are the means to achieve an end.

Specific objectives,

Facilitate the flow of information and data processing, establish uniformity in procedures,
synthesize and relate information and, lastly, give legal value to certain transactions.

Importance:

Their importance lies in the fact that they support transactions and employees work guided by
the forms, in addition any administrative act is reflected in a form.

Use of the forms.

They are used to ensure uniformity of information, provide accuracy and to eliminate the need
for copying by hand.

Presentation.

According to the presentation, you can find forms such as: checkbooks, game-ready or snap-
out, continuous forms, chemical, physical or carbonized self-copying, and notebook.

REQUIREMENTS OF THE ANALYST AND FORMS DRAWER:

To analyze forms it is necessary to know the structure and functions of the organization, and
the administrative systems. Have training in design techniques and in the design and analysis
of forms. Know printing techniques and types of paper and ink.

Drawing requires training in drawing, design and printing techniques, skill in using drawing
equipment and experience in designing forms.

CLASSIFICATION:

They can be classified according to their use as brief, eventual, pilot and definitive; Depending
on their functional aspect, they can be presented as agreements, claims, requests,
authorizations, complaints, orders, estimated calculations, income acknowledgments, among
others;
Depending on their design, they can be lines, boxes and columns.

According to the way they are used, they can be positional or statistical, which are known as
files; And relationship or dynamic which are used to provide information circulating through
various services.

Depending on their scope of application, they can be basic to a department, or temporary,

which are applied at specific times, such as surveys.

GENERAL CONSIDERATIONS FOR PREPARING A FORM.

We must consider certain aspects to develop a form successfully. The first aspect to consider is
to carry out a review and determine the need for the form and if there are forms that share
the same objective. Then choose the standard size of paper and font appropriate for the
design and printing, and from there prepare a list with all the information that the form will
contain.

Determine horizontal spaces for each data and the best distribution of these, in agreement
with those responsible for filling them, which must be done by hand or by machine, avoiding
free areas or waste of paper and excess shadowed areas.

Once this review has been carried out, the form is tested for three months to see if it meets its
objective.

Basic requirements:

Before developing the form , a favorable mental attitude must be created in those people who
are going to use said form, and above all, the simplest and most comfortable method for
entering data must be presented, and at the same time facilitate the use of the information
once it has been registered in the respective form.

It is very important to take into account the economy of paper and printing of the form,
without sacrificing efficiency in its use.

Necessary utensils.

- Graph paper.

- White paper

- 3H and colored pencil.

- Rulers in centimeters, inches and rules for designing continuous forms.

- 45° and 60° squares

Lines and letters

They serve to separate areas of information or groups of data and guide users' views when
recording or reading data. They are used to determine the areas intended for the collection of
data and information.

The lines can be:

- Fine parallel.

- Fine

- Half point

- From one point

- Points

- Of scripts.

For the composition, the font type must be selected, in order to combine the lines and letters
to conclude the form, avoiding the use of bold in the description of the data.

FORM DESIGN

The process of developing the form begins with its design, following the guidelines for the
successful development of the process and to do so, the pre-design phase must be completed,
review of the procedure to which it serves as input, design and post-design, test the form.
same.

Phases for design.

Pre-design phase: In this phase, a checklist must be made and the needs to be satisfied must
be determined in detail. To meet the requirements of this phase, a series of questions are
asked to check the effectiveness of the pre-design and proceed to carry out the design
phase.

Was the need for the existence of the form determined?

Are all the elements collected by it necessary?

Are all the planned copies necessary?

Is the sequence of the data logical?

Is the amount of writing required to record the data reduced to a minimum?

Is the design of the form authorized?

What is the origin department?

What is the purpose of the form?

Is the name of the form related to the purpose?

Is a subtitle necessary?

Is the amount to be printed related to the use that will be made of the form?
What is the delivery time requested from the printer?

How often will the form be used?

Should the form have a serial number?

Does this form eliminate the need for any other?

Can the appearance of this form affect the existing ones in some foreseeable way?

Design phase: In this phase we seek to logically order the fixed data on the sheet, starting
with the space count, which refers to the fact that the diagram must count 2.5 mm per
character in the boxes, for the entries that They will be made with typewriters, and 4mm for
characters that will be entered by hand. Calculate the space needed for each data entry.

Determine the size, the width of the form will be determined by the longest line; according to
the result of the space count. The greatest number of lines vertically will determine the height
of the form. Add the necessary margin sizes to have the total size.

Adjustment, decide the size of the paper to be used using standard measurements and making
the necessary adjustments to fit it.

Tracing, draw all the lines that completely cross the form from top to bottom. Complete the
network by drawing all the incomplete rules, both vertical and horizontal.

Lettering, hand-enter all fixed data text, including instructions, at approximate actual size.

Instructions, once the design is made, printing instructions must be made or prepared. If
necessary, provide additional specifications for the printer.

Design checklist: The form must answer yes to the following questions, in order to move to the
next phase:

Does the title clearly indicate the nature and function of the form?

Are you in a suitable position?

Is the fixed data easily understood?

Is the language clear?

Are the specific instructions close to the location of the data to which they refer?

Are general instructions located appropriately?

Are the lines appropriate?

Have the lines been applied properly?

Have all the possibilities of the boxes been fully used?

Is the fixed data in the upper left corner?

Are all copies of the form identified?

Is the form identified by a numerical code?

After this, a checklist for compliance with the form must be made, where the following
questions must be answered affirmatively:
Has the amount of writing required been reduced to a minimum?

Is fixed data in the most logical order?

Is there enough space for each variable data?

Are the horizontal and vertical spacing correct?

Have the margins been specified correctly?

Do the titles, numbers and colors make it easier to track, dispatch and manage the form?

Is the form identified with a printed number?

Are the copies of the form identified to make self-tracking possible?

Are "To" and "From" boxes used?

Close attention must be paid to the form and check that the name of the company does not
appear on a form used by people outside the company, just as the name of the department of
origin should not appear on an external form.

Post-design Phase: To complete this phase, the type, weight and color of the paper, color of
the ink, total or partial carbon paper, perforations for archiving, types of printing on one or
both sides must be taken into account; if applicable, data address, margins, numbering,
example number plans, delivery date and continuous printing.

Parts of an instruction manual

Every form must be accompanied by its respective instructions, which speeds up

implementation effectively. It must be prepared in clear and precise language.

The instructions are divided into:

- Title of the form

- Objectives (reason for the situation)

- Generalities

- Filling mode (machine or by hand)

- Means of obtaining

- Estimated time

Printing Features:

- Number of copies

- Paper (color, brand and base of the original and copies)

- Ink, ink color.

- Margins (side and width for filing)

- Indicate if it has perforations.

- Binding (loose sheets or sewn)

- Game (breakdown or loose)

- Glued

- Indicate side

- Open or covered spine

- Paper or cardboard covers, fastened with screw or other

- Instructions on how to fill in the blanks

ANALYSIS OF FORMS.

General considerations about form analysis:

It is an operation that requires skill and experience in working with forms; sometimes it is
advisable to exhaust the stock before implementing the new forms, although it often indicates
the elimination of the previous forms and the implementation of the new ones.

Basic requirements for a good analysis . (Both for new and re-design)Can be included in the
measurement of internal consistency)

Every form, well analyzed, must contain a logical grouping of the data, order of filling, reading,
conceptual order and order of importance. Space distribution, clear titles that define their
function within the form, clear and correctly located instructions, well-proportioned and better
selected letter size. The checklist could be included here

The most requested data, such as totals, bolivars, pesos, among others, must be highlighted, it
must present a choice and correct application of the lines, it must facilitate your personal work
to work with them, correct definition of well-spaced margins. Paper size standardization.
Selection of the role according to the function that the form will perform and its duration.
Correct number of copies indicating in each one, its destination. For continuous forms for
printing with paper copies coal

Combining and redesigning forms Part of the design

Those forms that have a similar objective can be merged and can serve the purpose achieved
by each one separately.

When making the proposed redesign, it is necessary to determine if it is the most appropriate
to obtain or collect the information with clarity and precision with which the previous form,
the one in use, was doing. If the appropriate paper, logical order, appropriate spaces, terms
and words of common meaning have been used, so that the form continues to provide users
with the data and information that was obtained with the forms in use, how does the new
form influence the procedures in which the merged forms were immersed. The necessary form
must be prepared to graphically review how the new form will circulate.

FORMS CONTROL SYSTEMS.

It is a plan or method used by management to guide and regulate office operations, by

standardizing the flow of papers, where the need to make adjustments is detected or to use
the forms more efficiently and keep track of each form. implanted.
General considerations of control systems

Eliminate unnecessary forms and avoid their creation, consolidate forms that complement
each other, redesign forms to increase efficiency and reduce errors. Maintain adequate
quantities of forms in stock. Establish an appropriate procedure for providing forms to users.
Work in coordination with the purchasing department to avoid the acquisition of unauthorized
forms. Review samples of the forms before final printing in order to get what you want from
the printer.

Organization level.

Forms control must be focused on a sufficiently high place within the organization to provide a
broad vision, necessary for the review, coordination and improvement of the installation of
forms. The opinion of the analyst and the users must be taken into account, since the analyst is
the one who decides how the data should be distributed and the user decides what data is
necessary.

Form control.

The form control stage includes the establishment of a control program as a company policy
and the understanding of the factors that make up the problem. There must be a relationship
between control and systems and procedures. The basic components of this program should
be the function that performs the form, the parent theme of the form, and the child theme.

THE FUNCTIONAL INDEX

It is the main tool in the control unit, it contains the forms grouped according to the purpose
they serve. The functional index is for the exclusive use of those responsible for the control of
forms. Forms intended for similar purposes can be analyzed to determine which can be
eliminated and which can be more widely used. For the needs of our companies, it is sufficient
for the purposes of agreeing to authorize, bill, instruct, notify, register, report and require.

Steps for preparation

Take a sample of all the forms, then group the forms by those that have been chosen, as well
as the subdivisions of those themes, and code by themes, group by function, code by function,
prepare folders to archive the samples, prepare a tabulated list with the information of the
number and name of the form, and the functional index number that corresponds to it.

CLASSIFICATION OF FORMS

Determine for each case which classification is most convenient for the control purposes
pursued and the company in which it is applied.

Correlative number: assign a code number to all forms. This is not very flexible and is
constantly outdated, making it ideal for small companies.

By broadcasting area:

 Assign each department a thousand numbers, codes or a hundred according to the

magnitude.

Purchases: 0000 to 0999

Accounting 1000 to 1999

Sales 2000 to 2999

 Assign the characteristic digits to each area and a consecutive number.

Purchases 01 – XXXX

Accounting 02 – XXXX

Sales 03 - XXXX

Due to the procedure in which it intervenes: It is the one that presents the greatest
advantages due to the easy location of the form by the user.

PROCEDURE CHARACTERISTICS

Payment of assets 11

Management control 20

Fund movements 30

INVENTORY CONTROL

To carry out inventory control, it is recommended to use the following guides.

Stock book: It is convenient to keep a loose-leaf book to an account for each form in which you
control entries, exits and stock. In the accounts, a signal called minimum stock must be taken;
this represents the number of printouts that are considered necessary to cover the supply
during the time between the new order and delivery by the printing company.

Stock planning: When the importance of the supply or the volume of printed matter in a
warehouse requires faster control of stocks, planning can be used based on marking divisions
of 100 or larger groups of copies in vertical columns and as they are As they are supplied, the
sign moves from right to left and, depending on the position in the column it occupies, it will
reflect the number of copies in stock at all times.

Notes for requesting forms: The warehouse must not serve any order without the
corresponding note or invoice, which must be signed in the sections or businesses to which the
supply is made and which will serve as proof for the entry in the stock book.

FLOW CHART

2.1 Concept

It's a scheme to graphically represent an algorithm. It is based on the use of various symbols to
represent specific operations. They are called flowcharts because the symbols used are
connected by arrows to indicate the sequence of operations.

So that they can be understood by all people, the symbols are subjected to normalization, or
what is actually almost universal symbols were made, since, in principle each user could have
their own symbols to represent their processes in the form of Flowchart. This resulted in the
fact that only those who knew their symbols could interpret them.
The symbology used to prepare flowcharts is variable and must conform to a previously
defined pattern.

2.2 Types (Classes)

According to Gómez Cejas, Guillermo (year 1997):

 According to its shape:

a.

b. Vertical Format: In it the flow or sequence of operations goes from top to bottom. It is
an ordered list of the operations of a process with all the information considered
necessary, according to its purpose.

c. Horizontal Format: In it the flow or sequence of operations goes from left to right.

d. Panoramic Format: The entire process is represented in a single card and can be seen
at a glance much more quickly than reading the text, which makes it easier to
understand, even for people who are not familiar. It records not only in a vertical line,
but also horizontally, different simultaneous actions and the participation of more
than one position or department that the vertical format does not record.

e. Architectural Format: Describes the route itinerary of a shape or person on the

architectural plan of the work area. The first of the flowcharts is eminently descriptive,
while the latter are fundamentally representative.

 For its purpose:

a. Shapes can be represented by symbols, by drawings or reduced photographs, or by

descriptive words. The horizontal format is used. The shape is portrayed or designated
on the left side of the graph, the process of horizontal progression is followed, crossing
the different columns assigned to the units of the organization or to the individuals.

b. Form: Deals primarily with form with little or no description of the operations. It
presents the sequence of each of the operations or steps that a form goes through in
its different copies, through the various positions and departments, from its origin
until it is archived. It depicts the distribution of multiple copies of forms to a number of
different individuals or organizational units.

c. Tasks (what is done?): These abbreviated diagrams only represent the operations that
are carried out in each of the activities or tasks into which a procedure is broken down
and the position or department that executes them. The term labor including all kinds
of physical or mental effort. The vertical format is used.

d. Method (how is it done?): They are useful for training purposes and also present the
way to perform each procedural operation, by the person who must perform it and
within the established sequence. The vertical format is used.

e. Analytical (what is it done for?): It presents not only each of the operations of the
procedure within the established sequence and the person who performs them, but
also analyzes what each of the operations within the procedure is for. When the data
is important, record the time spent, the distance traveled or some complementary
observation. Vertical format is used.
 f. Of Space (where is it done?): Presents the itinerary and the distance that a shape or a
person travels during the different operations of the procedure or part of it, indicating
the space through which it moves. When the data is important, it expresses the time
spent on the journey. The architectural format is used.

g. Combined: Presents a combination of two or more flowcharts from the previous

classes. The vertical format flowchart is used to combine tasks, methods and analysis
(what is done, how it is done, why it is done).

The panoramic format is used to combine various forms and tasks of various positions or
departments.

According to Chiavenato, Idalberto (year 1993): There are three types of Flowcharts or Flow
Diagrams

a. The vertical flow chart highlights the sequence of the routine and is extremely useful in
putting together a routine or procedure to assist in training staff and streamlining
work.

b. Vertical flow chart: Also called process analysis chart. It is a graph where there are
vertical columns and horizontal lines. In the vertical columns are the conventional
symbols (operation, transportation, control, waiting and filing), the officials involved in
the routine, the space traveled for execution and the time invested.

The Horizontal Flow Chart highlights the people or organizations involved in a certain routine
or procedure. It is widely used when a routine involves several organizations or people, since it
allows you to visualize the part that corresponds to each one and compare the distribution of
tasks for a possible rationalization or redistribution of work.

c. Horizontal flow diagram: It is different from the previous one, unlike the sequence that
moves vertically, this one does it horizontally; This uses the same symbols and
conventions as the vertical one.

d. Block flow diagram: It is a flow diagram that represents the routine through a
sequence of blocks, each with its meaning and chained together. It uses much richer
and more varied symbology than previous diagrams, and is not restricted to pre-
established lines and columns on the graph.

Systems analysts widely use this diagram to represent systems, that is, to indicate inputs,
operations, connections, decisions, filing, etc., which constitute the flow or sequence of
systems activities.

According to Gómez Rondón, Francisco (year 1995):

 For your presentation:

a.

b. Block: They are represented in general terms in order to highlight certain aspects.

c. Detailed: They capture the activities in their most detailed expression.

 Due to its format:

a.
 b. Vertical format: In which the flow of operations goes from top to bottom and from
right to left

c. Horizontal format: In which the sequence of operations goes from left to right in
descending order

d. Tabular format: Also known as columnar or panoramic format, in which the total flow
of operations is presented in a single chart, with each position or unit corresponding to
a column.

e. Architectural format: Shows the movement or flow of people, shapes, materials, or the
sequence of operations through the space where they are carried out.

 For its purpose :

a.

b. Form: Which deals primarily with documents with little or no description of operations
with little or no description of operations.

c. Of tasks: Indicates the flow or sequence of operations, as well as who or where it is

carried out and what it consists of.

d. Method: Shows the sequence of operations, the person who performs them and the
way they are done.

e. Analytical: Describes not only the procedure, who does it, and how to do each
operation, but what they are for.

f. Space: Indicates the space through which a shape or a person moves.

g. Combined: They use two or more diagrams in an integrated way.

h. Illustrations and text: Illustrates the management of information with texts and
drawings.

Computer-assisted: The flow of information is done with software resources.

2.3 Symbology

The most used symbols will be shown below:

Symbol Function

To view the graph select the "Download" option from the top menu

According to the following authors, we can see the definition, characteristics, types, symbols,
design and preparation of Flowcharts or Flow Diagrams:

According to Gómez Cejas, Guillermo (year 1997):

The Flowchart or Fluxogram is a diagram that graphically expresses the different operations
that make up a procedure or part of it, establishing its chronological sequence. Depending on
its format or purpose, it may contain additional information about the method of execution of
the operations, the itinerary of the people, the forms, the different route of the time spent,
etc.
Importance: it is important since it helps to designate any graphic representation of a
procedure or part of it, the knowledge flowchart or flowchart, as its name indicates, represents
the flow of information of a procedure.

Currently, flowcharts are considered in most companies or systems departments as one of the
main instruments in the implementation of any methods and systems.

According to Chiavenato Idalberto (year 1993):

The flowchart or Flowchart is a graph that represents the flow or sequence of simple routines.
It has the advantage of indicating the sequence of the process in question, the units involved
and those responsible for its execution.

Importance: flowcharts are important in every organization and department, since they allow
the visualization of unnecessary activities and verify if the distribution of work is balanced, that
is, well distributed among people, without overloading for some while others work very hard.
slack.

According to Gómez Rondón Francisco (year 1995):

The Flowchart or Flow Diagram is the symbolic or pictorial representation of an administrative

procedure.

Importance: they are important for the designer because they help him in the definition,
formulation, analysis and solution of the problem. The flow chart helps the analyst to
understand the information system according to the procedural operations included, it will
help him to analyze these stages, in order to both improve them and increase the existence of
information systems for the administration.

2.4 Characteristics of Flowcharts

According to Gómez Cejas, Guillermo (year 1997):

 Synthetic: The representation made of a system or a process should be summarized in

a few sheets, preferably in one. Extensive diagrams make it difficult to understand and
assimilate, therefore they are no longer practical.

 Symbolized: The application of appropriate symbology to system and procedure

diagrams prevents analysts from excessive, repetitive and confusing annotations in
their interpretation.

 Visibly to a system or process: Diagrams allow us to observe all the steps of a system
or process without having to read extensive notes. A diagram is comparable, in a
certain way, to an aerial photograph that contains the main features of a region, and
which in turn allows these main features or details to be observed.

According to Chiavenato, Idalberto (year 1993):

 Allow the analyst to ensure that he has developed all aspects of the procedure.

 Provide the basis for writing a clear and logical report.

 It is a means of establishing a liaison with the personnel who will eventually operate
the new procedure.
According to Gómez Rondón, Francisco (year 1995):

 In use, it makes it easier to use.

 Destination, allows the correct identification of activities.

 Comprehension and interpretation, it allows you to simplify your understanding.

 Interaction, allows rapprochement and coordination.

 In terms of symbology, it reduces complexity and accessibility.

 Diagramming, it is prepared quickly and does not require sophisticated resources.

POST

3.1 Definition

The position is made up of all the activities performed by a person, which can be included in a
unified whole that occupies a formal position in the organizational chart.

To carry out their activities, the person who occupies a position must have a defined position
in the organizational chart. In this way, a position constitutes a unit of the organization and
consists of a set of duties that separate and distinguish it from other positions.

The position of the position in the organizational chart defines its hierarchical level, the
subordination (to whom it reports), the subordinates (who it supervises), the department or
division where it is located and which are the positions with which it maintains lateral
relationships. This involves establishing categories or conditions.

The definition of the position is based on the notion of task, attribution and function:

a.

b. Task: it is an individual activity carried out by the occupant of the position. In

general, it is the activity assigned to simple and routine positions.

c. Attribution: it is an individual activity carried out by the person who occupies a

position. In general, it refers to more differentiated positions (occupied by those who
work for months or by office employees). Attribution is a slightly more sophisticated
task, more intellectual and less material.

d. Function: it is a set of tasks or powers that the occupant of the position executes
systematically and repeatedly. They can also be executed by an individual who,
without holding a position, performs a function temporarily or definitively. For a set
of tasks or powers to constitute a function, they are required to be executed
repeatedly.

e. Position: set of functions with a defined position in the organizational structure, in

the organization chart. The position defines the relationships between the position
and other positions in the organization. Ultimately, they are relationships between
two or more people.
There are positions that have a single occupant, while others have several occupants who
perform the same tasks. When a person occupies a certain position, he or she is expected to
execute the tasks or responsibilities of the position, depend on a superior, manage his or her
subordinates, and respond. for your work unit.

Location of the position in the organizational chart

3.2 Position Design

The design of a position is the specification of the content, work methods and relationships
with other positions to meet technological, business, social and personal requirements of the
position holder.

Position design represents the model that administrators use to project individual positions
and combine them into units, departments, and organizations.

In many cases, the design of positions corresponds to industrial engineering organizations

(designs operational positions) and organization and methods (designs office positions), which
is responsible for the planning and distribution of the tasks and attributions of a large part of
the company. The other positions (administrative, financial and marketing areas) are generally
designed by the respective management.

All of this implies that positions are not stable, static or definitive, but are in continuous
evolution, innovation and change to adapt to constant technological, economic, social, cultural
and legal transformations.

Designing a position means establishing four fundamental conditions:

a. Set of tasks or powers that the occupant must fulfill (content of the position).

b. How you must fulfill these powers and tasks (8work methods and processes).

c. To whom the position holder should report (responsibility); that is, the relationship
with your boss.

d. Who you should supervise or direct (authority); that is, the relationship with
subordinates.

3.3 Position Design Model

It is likely that the design of the position is as old as human work (from hunting or fishing). The
process became complicated when the tasks increased and several people were needed to
carry them out. Basically the situation did not change much, despite all the social, political,
economic, cultural and demographic changes that have occurred during the long history of
humanity.

Although the profound division of labor implied by the Industrial Revolution (due to the
emergence of factories) did not change the content of work, it did not modify the essence of
the situation of dependence of one person on another.

Beginning in the 1960s, a group of behavioral scientists and business consultants

demonstrated that older job design approaches lead to results contrary to organizational
objectives. Since then, new position design models have emerged.

3.3.1 Classic or Traditional Position Design Model

At the beginning of the 20th century, Taylor and his followers – Gantt and Gilbreth – made a
first attempt, where scientific management proclaimed that only scientific methods would
allow positions to be projected and people trained to obtain maximum efficiency.

While Taylor sought cooperation between management and workers to increase productivity
and distribute profits between both parties, his followers were more restrictive and focused on
two main aspects: determination of the best way to perform the tasks of a position, and use of
salary incentives to ensure employee adherence to established work methods, which was
called work rationalization.

Training for a position was limited to the specific skills necessary for the execution of tasks. The
dominant view was that the simpler and more respective the tasks, the greater the efficiency
of the worker.

The classic model designs charges taking into account the following stages:

1. It is based on the assumption that man is only an appendage of the machine, and
eminently technical rationality is sought. The technology (machine, tools, facilities,
physical distribution) serves as the basis for the design of the positions. The way to
analyze the design is logical and deterministic: decomposition of the task into its
component parts.

2. Work is divided and fragmented into parts, so that each person performs only a simple
and routine task. As a whole, people's work must be harmonious, rhythmic and
coordinated.

3. The classic design of the positions is based on the assumption of stability and long-
term permanence of the production process, which implies that the design of the
positions is final and established forever (no changes are anticipated).

4. Work is measured through the study of time and movements, to define the average
execution time (standard time) that represents 100% efficiency.

The expected result is maximum efficiency, hence the implicit assumption that what is good for
the organization is good for the worker. The classic model does not identify any conflict
between individuals and the organization.

As you can see, the scheme used is characteristic of the closed system approach, it includes
few variables (8their relationship is cause and effect). This approach developed the concept of
the assembly line, the great innovation of its time.

The classic style of ordering these positions sought the following advantages:

a. Admission of employees with minimal qualifications and low salaries.

b. Standardization of activities.

c. Ease of supervision and control.

d. Reduction of training costs.

e. Application of the assembly line principle.

The excessive reduction in charges resulted in the following disadvantages:

 a. Simple and repetitive positions became monotonous and undemanding.

b. When they become demotivated at work, people look for better salaries and working
conditions to make up for their dissatisfaction.

c. The rapid social, cultural and economic changes indicate that the positions create
problems in the future, basically because the young people of subsequent generations
are growing intellectually and are not satisfied with the little that can be offered (they
are increasingly more ambitious).

3.3.2 Humanist Model of Human Relations

The humanist model emerged with the school of human relations during the 1930s, against
scientific administration. For this model, people went from being economic men (motivated by
salary rewards) to social men (motivated by social incentives).

With the theory of human relations, the first studies of leadership, motivation,
communications and other aspects related to people began. This theory was not concerned
with the design of positions, the only difference is the human implications, it allows an
interaction between people and their superiors, such as participation in some decisions about
the unit's tasks. The school was later criticized for the limitation of the field of study and the
bias in the conclusions.

Some aspects, such as free time and physical working conditions and comfort, were considered
means to reduce monotony and develop positive feelings.

Some Differences between the Classical Model and the Humanistic Model

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3.3.3 Situational or Contingent Model

It is the broadest and most complex point of view, it takes into account two variables: the
individual differences of the people and the tasks involved; as well as taking into account the
structure of the organization, the task and the person who will execute it.

The design of positions is based not only on assumptions regarding the nature of people, but
also on a set of implicit theories regarding the environment in which the positions are
performed.

In the situational model, the prescriptions related to the design of the position are not based
on assumptions of stability and permanence of organizational objectives and processes, on the
contrary, they are dynamic and based on the continuous application of the position through
the enrichment of tasks. , as a basic responsibility placed in the hands of the manager and his
work team. In this way, the situational design of positions changes with the personal
development of the employee and the technological development of the task.

In a changing world, positions cannot be static, strong competition demands productivity and
quality, the organization must achieve high levels of performance and continually improve in
the application of creative talents and the capacity for self-direction and self-control of its
members, while provides you with opportunities to satisfy your individual needs.

Although satisfying individual needs is not essential, certain psychological factors must be
taken into account to obtain:
 a. High intrinsic work motivation.

b. High quality work performance.

c. High satisfaction with work.

d. Reduction of absences from work and spontaneous separations (rotation).

People who perform more interesting and demanding jobs are more satisfied than those who
perform repetitive and monotonous tasks. The opportunities for obtaining better results
increase when three essential psychological states are combined in the people who carry out
the work:

a. When the person believes that their work is meaningful and has value.

b. When the person feels responsible for the results of the work.

c. When the person knows the results they obtain by doing the work.

The research of Edgard E. Lawler and Richard Hackman identified five essential dimensions of a
position and found that the more a position had the characteristics represented by each of
these dimensions, the greater the potential to create the psychological states mentioned
above.

From there it emerged that each position must meet five essential dimensions:

a. Variety: number and variety of skills required by the position. It includes the
intervention of various skills and knowledge of the occupant. Positions that represent
great variety eliminate routine and monotony and involve greater challenges. Variety
occurs as the employee himself plans and schedules his work, supplies his inputs, uses
various equipment, environments, work methods and different operations with
creativity and diversity.

b. Autonomy: degree of independence and personal criteria that the employee has to
plan and execute the work. This is related to the time available to the employee for
direct supervision of the manager. The greater the autonomy, the longer the employee
stops receiving direct supervision.

c. Meaning of the task: volume of the recognizable impact that the position produces on
other people. It refers to the interdependence of the position with the other positions
in the organization. When the position satisfies this dimension, the employee can
distinguish what is most important from what is least important (in his or her job).

d. Task identity: degree to which the person completes a comprehensive unit of work. It
is the ability to execute a complete or global portion of the work and clearly identify
the results of your efforts. This is achieved when the person executes an integral work
or an integral module of the work that gives him a notion of the totality, the extension
and the objective to be achieved.

e. Feedback: degree of feedback information that the employee receives to evaluate the
efficiency of his or her effort in producing results. These occur as the employee
receives feedback about how their activity is going, which is provided by the result of
their work. It also allows you to obtain a continuous and direct self-assessment of your
performance.
These conditions allow motivational or satisfaction factors to profoundly influence the
position; it can be ensured that the design of the position allows:

a. The person uses several of his or her personal skills and competencies in the execution
of tasks.

b. The person has a certain autonomy, independence and self-direction in the execution
of tasks.

c. The person does something significant, that has a certain meaning or reason for being.

d. The person feels responsible for the success or failure of tasks carried out with their
own efforts.

e. The person discovers and evaluates his or her own performance while executing the
work without intervention from third parties or management.

The need to continually redesign positions and update them according to the changes that
have occurred in the organizational context and in the characteristics of people, since they also
change: they learn new skills and new concepts, develop attitudes and enrich their behavior in
the work they they execute.

3.4 Enrichment of Charges

Research has shown that job enrichment improves performance and reduces job
dissatisfaction. This can cause some inconveniences, people are different when faced with the
changes produced in their environment, and range from the feeling of anxiety and anguish to
the feeling of being exploited by the organization.

The main difficulty in enriching positions is the resistance to change due to the increase in
tasks and powers. When this enrichment is done in an exaggerated manner and too quickly, it
can cause an intense concentration of the individual at work and reduce interpersonal
relationships, since the relationships inherent to the position become more complex.

Convenient Effects and Disadvantages of Position Enrichment

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3.5 Motivational Approach in the Design of Positions

There are three critical psychological states in employees according to Richard Hackman:

1. Perception of meaning: the degree to which the employee experiences that his or her
work is important, valuable, and useful for something.

2. Perception of responsibility: degree of personal responsibility assumed by the

employee for the results of the work performed.

3. Knowledge of results: the employee's understanding of how the job was performed.

Based on the five dimensions and the three critical psychological states, a method was
developed to implement it by increasing the volume of each characteristic represented by the
five essential dimensions. From the union of the five dimensions and the three psychological
states, the six implementing concepts emerge.
The Six Concepts Implemented to unite the Essential Dimensions and the desired
Psychological States.

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DESCRIPTION OF POSITIONS

It is necessary to describe a position in order to know its content. The job description is a
process that consists of listing the tasks or functions that make it up and differentiate it from
other positions in the company; It is the detailed enumeration of the functions or tasks of the
position, the periodicity of the execution, the methods applied for the execution of the
functions or tasks and the objectives of the position.

Basically, it is making an inventory of the significant aspects of the position and the duties and
responsibilities it includes.

According to John S. Oakland, total quality management - TQM Sao Paulo, Nobel. 1994, p.111

 Write down what you do.

 Justify what you do.

 Do what is written. Corrective cycle

 Write down what you do.

 Review what you do.

 Review what you are going to do.

QUALITY SYSTEM AND CONTINUOUS IMPROVEMENT

According to J. Herbert Chruden, Arthur W. Sherman, Jr., Personnel Management, Cincinnati,

South Eastern, 1963, p. 79:

A position "can be described as a unit of the organization, whose set of duties and
responsibilities distinguish it from other positions. The duties and responsibilities of a position,
which correspond to the employee who performs it, provide the means for employees to
contribute to the achievement of the organization's objectives."

According to Ibid.:

A position "is the meeting of all those activities carried out by a single person, which can be
unified into a single concept and occupy a formal place in the organizational chart . "

According to Bryan Livy, Job Evaluation: A Critical Review, London, George Allen and Unwin,
1975, p. 46:

Tasks or functions "are the elements that make up a work role and that the occupant of the
position must fulfill."

The description of positions is located towards their content, that is, towards their intrinsic
aspects.

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EXAMPLE OF A POSITION DESCRIPTION SHEET

CHARGE ANALYSIS

After the description, the dc argo analysis follows. Once the content of the position (intrinsic
aspects) has been identified, the position is analyzed in relation to the extrinsic aspects, that is,
the requirements that the position demands of its occupant.

Although the job description and analysis are closely related in their purposes and in the
process of obtaining data, they differ from each other: the description is oriented to the
content of the position (what the occupant does, when he does it, and why he does it ), while
the analysis aims to study and determine the qualification requirements, the implicit
responsibilities and the conditions that the position requires to be performed adequately. This
analysis is the basis for evaluating and classifying the positions, with the purpose of comparing
them.

STRUCTURE OF CHARGE ANALYSIS

The job description is a simple statement of the tasks or foundations performed by the
occupant of a position, while the job analysis is a comparative verification of the demands
(requirements) that said tasks or functions impose on the occupant.

In other words, what are the physical and intellectual requirements that the employee must
have for the proper performance of the position, what are the responsibilities that the position
imposes on them and under what conditions they must perform the position.

In general, position analysis refers to four areas of requirements almost always applied to any
type or level of position:

1. Intellectual requirements.

2. Physical requirements.

3. Implied responsibilities.

4. Working conditions.

Each of these areas is generally divided into several specification factors.

Basically, the specification factors are reference points that allow a large number of positions
to be analyzed objectively; they are true measurement instruments, prepared in accordance
with the nature of the positions existing in the company. If the nature of the charges to be
analyzed varies, not only the specification factors considered will change, but also their
amplitude of variation and their behavioral characteristics.

Specifications factors:

1. Intellectual Requirements:

They have to do with the demands of the position in relation to the intellectual requirements
that the employee must possess to perform the position adequately. Among the intellectual
requirements are the following specification factors:

 Basic introduction

 Basic experience
  Adaptability to the position

 Initiative in charge

 Necessary initiative

 Necessary skills

1. Physical Requirements:

They have to do with the amount and continuity of energy and physical and mental efforts
required, and the fatigue caused, as well as the physical constitution that the employee needs
to perform the position adequately. Among the physical requirements are the following
specification factors:

 Physical effort required

 Visual ability

 Skill or ability

 Necessary physical constitution

3. Implied Responsibilities:

They refer to the responsibility that the occupant of the position has (in addition to the normal
work and its functions) for the direct or indirect supervision of the work of his subordinates,
for the material, for the tools or equipment used, for the assets of the company. company,
money, securities or documents, company profits or losses, internal or external contacts and
confidential information.

Consequently, you must be responsible for:

 Supervision of staff

 Material, tools or equipment

 Money, securities or documents

 Internal or external contacts

 Confidential information

1. Working conditions:

They refer to the environmental conditions of the place where the work is carried out, and its
surroundings, which can make it pleasant, annoying or subject to risks, which requires that the
occupant of the position adapt well to maintain his productivity and performance in his duties.

They evaluate the degree of adaptation of the human element to the environment and the
team, and facilitate its performance. They comprise the following specification factors:

 Work environment

 Risks
From the point of view of the specification factors, the analysis of positions can be structured
through a standardization scheme that greatly facilitates the collection of information and
allows for an acceptable basis for comparison between the positions.

METHODS OF DESCRIPTION AND ANALYSIS OF CHARGES

According to the United States Employment Service, Dictionary of Occupational Titles, Vol. 1,
Definitions of Titles, Washington, United States Government Printing Office, 1949, p. 818:

The position analyst "deduces, analyzes and develops occupational data relating to positions,
qualities necessary to fill the positions and characteristics of the occupant, which serve as a
basis for career guidance, salary evaluation, utilization of workers and other personnel
practices . Studies positions held in industry, commerce and other organizations and prepares
descriptions of elements of the positions and the physical and intellectual requirements that
the occupant must meet. Defines, classifies and correlates occupational data; develops means
of orientation for inexperienced workers or those who wish to change positions, and prepares
interview procedures to facilitate the hiring of workers; uses data to develop salary evaluation
systems and recommends changes in the description of industry patterns or trends; designs
tests to measure occupational knowledge and skills of workers and conducts related
occupational search.

The description and analysis of positions are the responsibility of the line and function of the
staff , that is, the line is responsible for the information offered, while the provision of services
for obtaining and managing information is the responsibility of the staff , representing in the
first instance by the position analyst who may be a specialized staff employee, the head of the
department in which the position to be described and analyzed is located, or the position
holder himself.

The methods most used in the description and analysis of charges are:

1. Direct observation

2. Questionnaire

3. Direct interview

We will see them in more detail below.

1. Direct Observation Method

4. Mixed methods

It is one of the most used methods, both because it is the oldest historically and because of its
efficiency. Its application is much more effective when studies of micromovements, times and
methods are considered.

The position analysis is carried out by observing the position holder directly and dynamically, in
the full exercise of his or her duties, while the position analyst writes down the key data from
his observation on the position analysis sheet.

It is more recommended to apply it to jobs that involve manual operations or that are simple
and repetitive.

Some routine positions allow direct observation, as the volume of manual content can be
easily verified by observation. Since observation does not always answer all questions or dispel
all doubts, it is generally accompanied by an interview and analysis with the job holder or
supervisor.

Characteristics.

a. The position analyst collects data about a position by observing the activities carried
out by its occupant.

b. The participation of the cargo analyst in the collection of information is active; that of
the occupant is passive.

Advantages.

a. Veracity of the data obtained, due to the fact that it originates from a single source
(position analyst) and the fact that it is unrelated to the interests of the person
executing the work.

b. It does not require the occupant of the position to stop performing his or her duties.

c. Ideal method to apply to simple and repetitive charges.

d. Adequate correspondence between the data obtained and the basic formula of
position analysis (what it does, how it does it and why it does it).

Disadvantages.

a. High cost because the charge analyst requires investing a lot of time for the method to
be complete.

b. Simple observation, if direct and verbal contact with the job holder, does not allow
obtaining important data for analysis.

c. It is not recommended to apply it to positions that are not simple or repetitive.

It is recommended that this method be applied in combination with others so that the analysis
is more complete and precise.

1. Questionnaire Method

To carry out the analysis, personnel (generally, those who hold the position to be analyzed, or
their bosses or supervisors) are asked to complete a position analysis questionnaire and record
all possible information about the position, its content and its characteristics. characteristics.

When dealing with a large number of similar positions, of a routine and bureaucratic nature, it
is faster and cheaper to prepare a questionnaire that is distributed to all the occupants of
those positions.

The questionnaire must be prepared in a way that allows obtaining correct answers and useful
information. Before applying it, it must be known to at least one person in the position and his
or her superior to establish the relevance and adequacy of the questions, and eliminate
unnecessary details, distortions, lack of relationship or possible ambiguities of the questions.

Characteristics.

a. The correlation of data about a position is carried out through a position analysis
questionnaire, which is completed by the occupant or his or her superior.
 b. The participation of the position analyst in data collection is passive (he receives the
questionnaire); the occupant's is active (fill out the questionnaire.

Advantages.

a. Position holders and their direct bosses can complete the questionnaire jointly or
sequentially; In this way, a broader vision of its content and characteristics is provided,
in addition to involving several hierarchical instances.

b. This method is the most economical for charge analysis.

c. It is also the one that covers the most people, since the questionnaire can be
distributed to all office holders and returned relatively quickly, as soon as they have
answered it. This does not occur with the other charge analysis methods.

d. It is the ideal method to analyze high-level positions, without affecting the time or
activities of executives.

Disadvantages.

a. Its application is not recommended in low-level positions, in which the occupant has
difficulty interpreting and responding to it in writing.

b. It requires careful planning and preparation.

c. Tends to be superficial or distorted regarding the quality of written responses.

1. Interview Method

The direct interview method consists of collecting the elements related to the position that is
intended to be analyzed, and through a direct and verbal approach with the occupant or his
direct boss. It can be done with one or both, together or separately.

The most flexible and productive approach in job analysis is the interview that the analyst
conducts with the job holder. If well structured, information can be obtained about all aspects
of the position, the nature and sequence of the various tasks involved in the position, and the
whys and whens.

It can be done in relation to the skills required to occupy the position, allows the exchange of
information obtained from the occupants and other similar positions, checks for
inconsistencies in reports and, if necessary, consults the immediate supervisor to ensure that
the details obtained are valid.

It guarantees a face-to-face interaction between the analyst and the employee, which allows
the elimination of doubts and mistrust, mainly in the face of obstructive and stubborn
employees.

Currently, those responsible for developing job analysis plans prefer this method based on
direct contact and collaboration and participation mechanisms.

Characteristics.

a. Data correlation is carried out through an interview between the analyst and the job
holder, in which questions are asked and verbal answers are given.

b. The participation of the analyst and the position holder is active.

Advantages.

a. Data relating to a position is obtained from those who know it best.

b. There is the possibility of analyzing and clarifying all doubts.

c. This method is the best quality and the one that provides the highest performance in
the analysis, due to the rational way of collecting data.

d. It has no contraindications. It can be applied to any type or level of position.

Disadvantages.

a. A poorly conducted interview can lead to staff reacting negatively, not understanding
it or accepting its objectives.

b. It can generate confusion between opinions and facts.

c. Too much time is wasted if the cargo analyst is not well prepared to carry it out.

d. High operational cost: requires expert analysts and paralysis of the job holder's work.

1. Mixed Method

It is evident that each of the analysis methods has certain characteristics, advantages and
disadvantages. To counteract the disadvantages and make the most of the advantages, it is
recommended to use mixed methods, chosen combinations of two or more methods of
analysis. The most used are:

 Questionnaire and interview, both with the job holder. First the occupant answers the
questionnaire and then presents a quick interview; The questionnaire will be taken as
a reference.

 Questionnaire with the occupant and interview with the superior to deepen and clarify
the data obtained.

 Questionnaire and interview, both with the superior.

 Direct observation with the job holder and interview with the superior.

 Questionnaire and direct observation, both with the job holder.

 Questionnaire with the superior and direct observation with the job holder, etc.

The choice of these combinations will depend on the particularities of each company, such as
objectives of the analysis and job description, personnel available for this task, etc.

PHASES OR STAGES OF CHARGE ANALYSIS

It includes three stages:

1. Planning Stage

Phase in which all the charge analysis work is carefully planned; It is an office and laboratory
phase. Planning charge analysis requires the following steps:

a.
 b. Determination of the positions, which must be described, analyzed and included in the
analysis program, as well as their characteristics, nature, typology, etc.

c. Preparation of the organization chart of positions and location of the positions in it, by
placing a position in the organization chart the following aspects are defined:
hierarchical level, authority, responsibility and area of action.

d. Preparation of the work schedule, which specifies where the analysis program will
begin, which may begin at the upper scales and gradually descend to the lower ones,
or vice versa, or start at the intermediate ones or develop a horizontal sequence, by
areas of the company.

e. Choice of the analysis method(s) to be applied, the appropriate methods are chosen
according to the nature and characteristics of the charges to be analyzed. In general,
several methods of analysis are chosen because it is difficult for charges to have similar
nature and characteristics. The choice will fall on the methods that present the
greatest advantages or, at least, the least disadvantages with respect to the positions
to be analyzed.

f. Selection of the specification factors that will be used in the analysis, based on criteria:

 Universality criterion: The specification factors must be, in some way, present in all the
positions that will be analyzed or, at least, in 75% of them to compare the ideal
characteristics of the occupants; Below that percentage (%), the factor disappears and
is no longer suitable for comparison.

 Discrimination criterion: The specification factors must vary, depending on the

position. In other words they cannot be constant, or uniform.

a.

b. Sizing of specification factors. Determine the field or amplitude of variation of each

factor within the set of positions that are intended to be analyzed. The amplitude of
variation corresponds to the distance between the lower limit (minimum) and the
upper limit (maximum) that a factor presents in a set of positions. A factor is sized to
adapt or adjust the measuring instrument that represents the objective it may aim to
measure. Basically, the specification factors constitute a set of indicators to analyze a
position; it is necessary to size them to establish which segment of their totality will be
used to analyze a certain set of positions.

c. Gradation of the specification factors consists of transforming them from a continuous

variable (to which any value can be assigned throughout its amplitude of variation)
into a discrete or discontinuous variable (to which only certain values that represent
segments of its amplitude can be assigned. of variation. A specification factor is
graduated to facilitate and simplify its application.

1. Preparation Stage.

In this stage, people, schemes and work materials are prepared:

a. Recruitment, selection and training of position analysts that make up the work team.

b. Preparation of work material (forms, brochures, materials, etc.)

 c. Layout of the environment (reports to management, management, supervision and all
personnel included in the position analysis program)

d. Previous data collection (names of the occupants of the positions to be analyzed,

preparation of a list of the equipment, tools, materials, forms, etc., used by the
occupants of the positions).

The preparation stage can be developed simultaneously with the planning stage.

1. Execution Stage.

In this phase, data related to the positions to be analyzed are collected and the analysis is
written.

a. Collection of data on positions using the chosen analysis method(s) (with the position
holder or with the immediate supervisor.

b. Selection of the data obtained.

c. Provisional drafting of the analysis, made by the charge analyst.

d. Presentation of the provisional draft of the analysis to the immediate supervisor, for
ratification or rectification.

e. Final drafting of the position analysis.

f. Presentation of the final wording of the position analysis, for approval (to the positions
and salaries committee, to the executive or to the body responsible for making it
official in the organization).

OBJECTIVES OF CHARGE DESCRIPTION AND ANALYSIS

The objectives of the analysis and job description are many, as these constitute the basis of
any human resources program. The main ones are:

a. Assist in the preparation of advertisements, demarcation of the labor market where it

should be recruited, etc., as a basis for recruiting personnel.

b. Determine the profile of the position holder, according to which the appropriate tests
will be applied, as a basis for the selection of personnel.

c. Provide the necessary material, according to the content of the training programs, as a
basis for staff training.

d. Determine salary scales (through the evaluation and classification of positions),

according to the position of the positions in the company and the level of salaries in
the labor market, as a basis for salary administration.

e. Stimulate staff motivation to facilitate the evaluation of performance and functional

merit.

f. Serve as a guide for the supervisor in working with his subordinates, and as a guide for
the employee in the performance of his duties.

g. Provide the industrial hygiene and safety section with related data to minimize the
unhealthiness and danger of certain positions.
CONCLUSION

We must consider the importance that forms, flow charts and positions represent within an
organization, since most of its functions revolve around these elements. The development of
each of these processes are not only interrelated with each other, but are also related to the
company's objectives. In fact, their preparation and development are carried out based on the
objectives of the organization they represent.

There are positions that have a single occupant and others that have several occupants who
perform the same tasks. When a person occupies a certain position, he or she is expected to
execute the tasks or responsibilities of the position, depend on a superior, manage his or her
subordinates, and be responsible for his or her duties. work unit.

The job description is a process that consists of listing the tasks or functions that make it up
and differentiate it from other positions in the company; It is the detailed enumeration of the
functions or tasks of the position, the periodicity of the execution, the methods applied for the
execution of the functions or tasks and the objectives of the position.

The person who occupies the position must have characteristics compatible with its
specifications, performing the content of the position explored or recorded in the description.

The position of the position in the organizational chart defines its hierarchical level,
subordination, subordinates, the department or division where it is located and which
positions with which it maintains lateral relationships.

It is necessary to describe a position in order to know its content. Position design represents
the model that administrators use to project individual positions and combine them into units,
departments, and organizations.

The analysis and description of positions constitute the basis of any human resources program,
determining salary scales, according to the position of the positions in the company and the
level of salaries in the labor market, as a basis for salary administration .

Forms represent an important role within the company since they are represented in papers or
documents that contain information, text, headings, printed or blank to be filled out later. Its
main objective is to facilitate the flow of information and data processing, provide uniformity
in procedures, synthesize and relate information and finally, give legal value to certain
transactions.

To analyze forms it is necessary to know the structure and functions of the organization, and
the administrative systems. Have training in design techniques and in the design and analysis
of forms.

The process of developing the form begins with its design, following the guidelines for the
successful development of the process and to do so, the pre-design, design and post-design
phase must be completed.

Flow charts also constitute an important part within the company, since they graphically
represent facts, situations, movements or relationships of all kinds, through symbols and in
some cases contain information about the method of execution of operations, the itinerary of
the people, the ways, the distance traveled, the time spent, among others. They are one of the
main instruments in the implementation of any method and system, because they allow the
visualization of unnecessary activities and verify whether the distribution of work is balanced
and well distributed among people.

They can be presented in different forms, such as vertical, which are more used in process
analysis. Horizontal, which highlights the people or organizations that participate in a certain
routine or procedure. And Combined, these use two or more diagrams in an integrated way;
They are those that contain additional information about the methods of execution of the
operations.

BIBLIOGRAPHY

Venezuela University Institute of Technology. (sf). Workshop on analysis, design and control of
forms. [brochure]. Caracas: unknown author.

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