ELABORACION DE KUMIS PDF

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Proposal for a strategic management plan for experimental agricultural and academic farm “El Cairo” of Arauca.

YOGURT: ELABORACIÓN, DEFECTOS, MÉTODOS ANALÍTICOS, Y BENEFICIOS | PDF Flipbook

This paper presents a design for a strategic management plan for the Experimental Agricultural and Academic Farm: A non-experimental methodological design was used, from which a situational analysis of the farm was generated, which was used as a basis to formulate and design a Strategic Management plan for a five-year period. It was concluded that the current organization and management plan does not meet the mission objectives of research, teaching, and continuing education, suggesting a need for the articulation of the farm with the administrative and academic structure of the university in carrying out the strategic management plan derived from the current research.

Similarly, it is also defined as the process undertaken by one or more people for the coordination of labor activities of other people within an agribusiness with the goal of achieving high-quality results, which could not be done by just one person Drucker, In recent years, Strategic Planning has been consolidated into an administrative management tool in order to increase the chances for success when dealing with conflicts or uncertainty within organizations David, Among these projects, the Experimental and Academic Farm: Currently, the Experimental Agricultural and Academic Farm El Cairo is clearly in need of drastic changes in regards to kumi mission, structure, and organizational hierarchy, for which it is necessary to design a strategic plan that allows for the optimization of its management in order to achieve the mission objectives of training, research, and continuing ekaboracion, for which it was created.

The concept of strategic planning was created during the 60s and 70s kumjs response to the needs of the time that arose from the goals and challenges faced by companies of the period Drucker Based on the concepts developed by various authors, one can determine that among the principal characteristics of strategic planning, the fulfillment of strategic plans at an organizational level is seen, considered the global focus of the organization. For Goodsteina strategic plan is a document that synthesizes, on an economic-financial, strategic, and organizational level, the current and future positioning of the organization.

As with all planning, strategic planning is mobile and flexible and must be analyzed at certain intervals to make necessary changes, for which an evaluation plan of results must be implemented. Finally, it can be said that, for this study in particular, strategic planning constitutes an eelaboracion and decisive method for the management that the El Cairo farm must have, based on the current situational analysis of the environment that implicated the participation of all the actors involved, both internally and elaboracin, in order to guarantee an improvement in its operation and achievement of its objectives.

Based on the reviewed literature of the concepts and models of strategic planning and the knowledge of the relevant operational aspects of the El Cairo farm, it became apparent what were the more important factors that affect the trajectory of the farm in its fulfillment of mission objectives that comprise its role as a public entity of research, continuing education, and teaching.

The present study aimed to design a strategic management plan for the farm, based primarily on a situational diagnosis and secondly on strategies at the financial, organizational, marketing, production, and evaluation levels for an operational period of five years, focusing efforts on the achievement of the mission objectives proposed with its creation.

The object of this research was the Experimental and Academic Farm: The development of the research was carried out in two stages: Semi-structured surveys and interviews were used with various actors involved at distinct stages of the farms operations Administrative, functionaries, operations, and interns in order to collect information. In order to organize the information, the audio of each interview was transcribed and digitized for later analysis.

Using the secondary information and direct observation, an analysis of the financial situation was constructed, as well as of the internal operations and of the organization, generating a diagnosis of the current situation on the farm.

With the documents and the interview information, a manual of the functions and procedures were created for each of the activities carried out on the farm. Based on the theoretical models of SallenaveGoodstein et al.

Based on the information consulted on the financial level, the following aspects were noted:. Although it is not the goal of the farm to generate a profit, the system results in a negative value because the revenue is very low in comparison with the operational costs and, therefore, in a non-profitable system. The benefits or values that could be derived from research and teaching should be noted; they are difficult to quantify because, currently, these processes are practically nonexistent at the branch and research projects directly related to the farm are not being developed.

From the administrative structural analysis of the farm, it is evident that the administrative management is carried out in a bureaucratic manner and there is not a clear delegation of labor among the employees. Another aspect identified during the research dealt with the management of the farm, which depended directly on the management of the branch. In terms of production management, the El Cairo farm, as a place for agricultural production, generates products that are only sold on the farm because there is not a unit specifically dedicated to the marketing of the products passion fruit, cucumber, papaya, cachama, eggs, raw milk.

The processes are geared towards production without planning or control of the costs and the revenue reflects a negative profit. A study carried out by Posada indicated that the current mission, administrative, and financial management of the farm is not well defined and the operations are difficult due to a lack of documented evidence and of clear instructions for registering cost and revenue; this author concluded by saying Productive subsystems with incipient technical development were seen, without registers of production, control or accounting.

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It is recommended that the farm implement good agricultural management practices as well as training for the personnel responsible for the administration of the farm for a general accountability system of the university branch. It is recommended that, in terms of administration and accounting, each production subsystem be conducted in a separate manner and with a strict control of activities and resources Fifty percent of the consulted graduating students indicated that there had been few benefits with the research and continuing education services provided by the farm.

Unity, Transparency, Cooperation, Efficiency and Sustainable management. In accordance with the new mission and vision of the farm, a series of objectives was formulated that will have a 5-year evaluation period and that will continue to be determined:. Strengthen the farm area for the development of teaching, research, and continuing education activities.

Provide support for the processes of teaching, research, and continuing education through the development of sustainable production programs that serve as regional models of production. Create and maintain a work team that is suitable, efficient, and committed to the new organizational model of the farm. As a component of the development of the long-term production plan, it is necessary to carry out an analysis of the investments that must be made in the future in order to invigorate the productive processes for the production and transformation of derivative milk products, such as yogurt and kumis.

In developing a new operational plan for the El Cairo Farm, financial strategies must be carried out that will interrelate all the complied information through the use of accounting reports.

Table 2 presents the current state of the distinct subsystems of the farm. One of the critical aspects identified in kumi diagnostic stage was the uncertainty of the personnel that works on the farm in terms of the directives and functions that each must perform due to the fact that the labor is assigned in an improvised manner and there is a lack of training.

Another aspect related to human resources is the need to implement incentive programs for the cattle and agricultural production so that the employees will feel motivated within the organization and develop skills that will help increase productivity. The inclusion of workers in research projects will allow the employees to not only complete their tasks but also to be constantly trained for the labor kummis perform in accordance with the technological needs of the sector, thereby helping the farm to maintain its educative function.

One of the principal objectives of the management plan being formulated is to maintain organizational efficiency in order to reach the target goals, which makes it necessary to maintain an internal organizational system adapted to the context in which the labor is being preformed.

This management system requires a commitment on the part of the directors, both of the farm and the branch. The application of policies for the administration of human resources will allow for improved work performance and, therefore, make it necessary to constantly promote, apply, maintain, and evaluate the goals that are set.

Therefore, the design of training strategies for the personnel is key to maintaining the maximum motivation. Taking into account the current conditions and need of the farm, Fig. The production plan derived from this elabogacion has two components: In the agricultural production component, three productive systems are notable, which have obtained satisfactory economic results and that have substantially contributed to the generation of farm resources.

These three systems are passion fruit, papaya, and cucumbers. The production of passion fruit on the farm takes place seven months after sowing, achieving weekly harvests over periods that have lasted 18 months.

With respect to said results, there is a possibility of increasing the cultivation area with tilling in order to maintain a permanent offering and implement marketing and selling plans with a minimum of two times per week, offering fresh, high-quality fruit.

Recognizing the difficulties of the papaya cultivation system, the production strategy establishes an increase in the sown area and the construction of drainage systems that would prevent flooding; as a complement to the production system of this crop, kkumis existing nurseries, that are currently not used, could be taken advantage. The idea is to take advantage of the existing infrastructure without creating additional costs.

Another system that is considered to be of vital importance to the production level elaboracionn that of pastures and forage. Until now, a silvopastural system that guarantees a permanent supply of feed year-round has not been established on the farm. It is necessary with respect to the development of a research program to provide such a system for pastures, which demonstrate better condition with respect to yield and adaptability to the region.

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At the livestock production level, better results have been obtained in regards to sale volumes in the elxboracion systems of eggs, cachama, and raw milk. For the production of eggs, maintaining the current production system is proposed but in a more intense manner; that is to say, increase the number of hens to fully exploit the production that is found in the spaces that are large enough elaboracon increase the animal density in the chicken houses.

The cachama production system is a favored system on the farm because it contains experience at the production level of several years and includes a system of natural and elaboracjon tanks that, given the production knowledge, are being underexploited and valuable space is going unused.

Understanding that agricultural production success is based on three aspects: Given that the current commercialization is improvised and incipient, there is a need to generate a elaboeacion commercialization scheme with established distribution channels. Clearly, it is not the goal of the farm to generate money, so there must be an emphasis on constructing a self-sustaining development model in which part of the operational costs are derived from the commercialization of the products obtained from the research and productive projects.

The new marketing plan of the Elaboraciion Cairo farm contemplates as its first objective reinforcing the corporate image of the farm; that is to say, an image must be generated that will allow for the identification and elavoracion of the farm within society and that ,at the same time, provides information about its services and products.

Therefore, the creation of publicity material such as videos, pamphlets, and an internet portal with commercial and productive information about the farm is essential.

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YOGURT: ELABORACIÓN, DEFECTOS, MÉTODOS ANALÍTICOS, Y BENEFICIOS

With the information supplied by the farm directors, five products were identified that, in the long-term, have been commercialized on a regular basis, generating elabiracion that has proven to be advantageous for the low-scale producers of the region; these products are: One of the marketing strategies that were suggested as a first step was the search for clients with which it would be possible to establish contracts that, in the future, would guarantee permanent production and the positioning of the farm as a high-potential provider of agricultural products, offering its products in supermarkets, restaurants and entities that have formed contracts that guarantee continuous production with the quality standards required by the elaboraion.

The institutional mission of the El Cairo farm has always included being a developmental model at the technical, administrative, and productive levels, which is why the developmental model of El Cairo could be considered as contributing to the improvement of the standard of living in the region. In organizations like the El Cairo farm, the quality of the management is manifested in the formulation and establishment of proposals that contribute to the improvement of the processes and achievement of mission objectives, fulfilling harmonic articulation between the superior the branch and the productive organization the farm.

Derived from this research, a proposed strategic management has been formulated in elablracion a higher awareness of the threats was seen and with advancement towards the elaboracoon of strategies that promote higher competiveness and dynamics in the development of the processes; likewise, more strengthening was proposed in regards to the structure of human resources to generate higher productivity and change in regards to the degree of ownership of the farm workers.

It is necessary to clarify that the implementation of the strategic management system constitutes a new management proposal for the start of implementing a management system that has demonstrated effectiveness elaoracion institutional strengthening for agro-livestock companies.

After carrying out the elaobracion analysis of the farm, some of the elements that were formulated for ve construction of a new management scheme for the El Cairo farm can be summarized in the ve aspects. In order to achieve the mission objectives, it is necessary to create a new organizational structure that is more flexible to changes and, in which, the articulation of kumiw farm with the branch is guaranteed:.

Recognize that the El Cairo farm is a fundamental component of the strengthening of the teaching and research processes that are developed at the branch. There must be advancement towards the creation of a new focus on human resource training and education on the El Cairo farm, with a view towards incentivizing teamwork and a sense of ownership. The new management of the El Cairo farm must implement a style with the ability to react quickly in decision-making in order to improve competitiveness.

At the production level, projects that have demonstrated success must be strengthened, with their continuation as a goal. In the long-term, it is pertinent that the farm search for new alternatives for productive growth, generating products differentiated by quality, with characteristics of innovation and environmental sustainability.

The new management of the El Cairo farm must also be concerned with creating a place for self-criticism that results in actions that improve the efficiency conditions, not only within the economic confines but also in the social, research elaborafion continuing education levels.

The competitiveness of an organization is related to a management plan that is based on a situational diagnosis that allows for the formulation of corporate strategies that necessarily require a system of evaluation for measuring impact and effectiveness.

Based on the policies of the SIMEGE that governs the Universidad Nacional de Colombia, the management indices form a fundamental complement to planning, verification and management.

This indicator is used to evaluate and control the sale of products from the productive projects; with this indicator, the growth percentage was analyzed for farm sales over a period comprised of the three years prior to the new operational scheme. Growth of clients or service users indicator. This indicator will constitute a tool for the evaluation of the regional projection of the farm, reflected in the growth rate of clients and service users and as a result of the implementation of the marketing plan.

This indicator will allow for the evaluation of production growth on the farm, measuring the quantity of products that are generated in each of the productive systems, focusing on those that have been indicated as having potential eggs, milk, cachama, passion fruit and papaya.

This indicator could be applied to the measurement of the scientific production derived from the academic component and the research carried out on the farm, and likewise from the continuing education activities classes, workshops, discussions training.

Quantity of training hours indicator. This indicator was made to analyze the training hours provided to the employees of the farm and to evaluate every six months for a minimum period of three years. This indicator constitutes an important aspect because one of the strengthening strategies that it established was the goal of consolidating a human resources plan, with a sense of ownership and constant training. Currently, the organizational and management model of the El Cairo farm is not suitable from the point of view of the mission objectives of research and teaching.

From the financial point of view, basic information elements that would allow for the determination of profitability on the farm do not exist because accounting information and tools for the evaluation of aspects of vital importance to the financial level are lacking. It is pertinent to search for and formulate strategies at the management level that would allow for the flow of the dividends that the farm currently generates through its productive projects, reinvesting them in technology for the production processes.

The goal at the administrative level is to promote and generate measures that would allow for taking control of the research and generate, in a joint effort with the university, research agendas that would allow for integration with local and regional entities in order to meet the needs of the agricultural sector of this zone. Editorial Trillas, Mexico DF. Herramientas para lograr competitividad.

Managin in turbulen times.