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EXCELLENCE IN MANAGEMENT

Introduction:

In this essay, is presented a model of how to transfer knowledge and management concepts and clear ideas, to managers to improve the quality, efficiency and effectiveness in managing personnel and improve their ability in handling the company and achieving results. Presents different perspectives of business development, and management of:

▲ Operations ▲ Human Resources ▲ Marketing ▲ Supply Chain ▲ Information technology ▲ Financial resources

And finish with a brief note on Business Ethics. Excellence in Management. New challenges presented management today, mainly due to a new business environment in which the Internet has played a prominent role, which has facilitated the development of a global market with global competition, increasing speed to develop business, giving consumers more power and demanding a quick response from sellers. These changes result of rapid technological acceleration requires more educated and more skilled, having capacity for self management employees, and is therefore a diverse workforce. On the other hand, the traditional hierarchical arrangement reached in some cases inhibit communication and cooperation due to the inherent inequality between the levels of the organization. Managing an organization, depending on the organizational structure, resulting in these unthinkable moments.

The manager of the past and modern

Two different management styles characterize the manager of the past and the modern. The first is characterized by being the boss, who tells employees what to do, ensure that workers do their work, represses, discipline and orders, and treats employees harshly. In

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the past, workers meanwhile, were seeking long-term relationships or lifetime. The second is a leading, coaching, and guidance, supports and motivates, emphasizes teamwork and cooperation, it is friendly and treat employees as partners, currently, the employee does not seek long-term relationships and trust it is waiting for a better job. Management It is the process used to achieve organizational goals through planning, organizing, leadership and control of people and other organizational resources. Managers do Give direction to the organization, providing leadership, decide how to use organizational resources to achieve goals, handle conflict resolution, build confidence, create a balance between work and family, use resources effectively and efficiently organization look the "great film" and make decisions. Managers functions Their functions are:

▲ Planning. ▲ Organization ▲ Leadership ▲ Control

▲ Planning. Its function includes anticipate trends and determine the best strategies and

tactics to achieve the objectives and goals of the organization.

▲ Establishes the vision, goals and objectives. Writing the: ▲ Vision: The reason why the organization exists

▲ Goals: Are the great achievements of long-term expected to get ▲ Objectives: Are the specific short-term achievements

▲ Planning is a continuous process. A very useful tool is the SWOT analysis:

▲ Strengths





























▲ Opportunities

▲ Weaknesses ▲ Threats

▲ Making decisions, finding the best alternatives. Planning includes four stages:

▲ Strategic Planning ▲ Establishes broad spectrum plans and long-term ▲ Define goals for first level managers

▲ Tactical planning ▲ Establishes specific short-term goals and breadth, ▲ It sets targets for operational managers

▲ Operational planning ▲ It sets standards and working hours

▲ Contingency planning ▲ Define backup plans if unforeseen failures occur or

▲ Organization. Its role includes designing the structure of the organization and creating

conditions and systems that interact together with partners, to achieve organizational goals and objectives. Some tools used are:

▲ Organizational structure. It presents the relationships between people

in the organization and who is responsible for each task.

▲ Self-directed teams. Functional teams created with low-level managers greater responsibilities

▲ Organization aimed at all players. In which you can determine the

customer-company relationships. Technology can be an actor to consider.

▲ Staffing. Recruit, hire, motivate and retain the best people available to achieve the objectives of the company.





























▲ Managing diversity. Building systems and a climate that unites different people, in achieving its goals, taking advantage of their individual strengths.

▲ Leadership. Creating a vision for the organization, guiding, training, and motivating everyone to work effectively to achieve the goals and objectives of the organization. Three ingredients should be handled:

▲ Leadership styles:

▲ Autocratic, The manager makes the decision and announces it.

▲ Participatory. The manager seeks suggestions or defines

boundaries and asks the group to make decisions.

▲ Laissez Faire. The manager sets the objectives and employees are free to do what they want to achieve objectives.

▲ Empowerment. Giving employees the authority and responsibility to

make decisions for themselves.

▲ Knowledge management. Giving the right information at the right place, everyone in the company.

▲ Control. Determines whether the company is moving towards achieving its goals and objectives, and take corrective measures if this has not happened. The control process consists of 5 steps:

▲ Establish clear standards ▲ Monitor and record performance ▲ Compare the results with established standards ▲ Communicate results ▲ If necessary take corrective action

Theories of Organization

Historical development. Until the twentieth century, most businesses were small and simple. Theories of organization emerged during the era of economies of scale and





























mass production. Henry Fayol, in 1919 published his book "Industrial Administration in General" and Max Weber, in 1940 published his book "Social Theory and Economic Organization".

▲ Principles of Fayol Organization. Fayol coined a series of concepts, and defined

hierarchies in organizations, from the shape of army leadership, deployed during the First World War, many of these concepts are currently applicable, such as:

▲ Control unit. Each employee must report to one boss. ▲ Hierarchy of authority. All employees should know their manager and follow his

instructions. ▲ Division of labour. Functions should be divided into areas of expertise. ▲ Subordination of individual interests to the general interest. ▲ Team goals are more important than the goals of each employee. ▲ Authority. Managers have the power to give orders and instructions. ▲ Degree of centralization. The power of decision-making is the prerogative of

senior management, but may also be given to the group of operational managers in small organizations.

▲ Clear communication channels. All employees should be able to communicate with others in the company.

▲ Order. There should be an appropriate place for people and materials. ▲ Equity. All employees should be treated with respect and fairness. ▲ Spirit. Workers must create a spirit of pride and loyalty.

▲ Organization theory of Max Weber. Weber complemented the work of Fayol,

incorporating the following:

▲ Pyramidal organizational structure

▲ Managers make decisions. Workers do what managers have. ▲ Operating manuals. Work description ▲ He defined clearly established rules and guidelines ▲ Consistent policies and procedures

Organizational Structure

There are different ways of conceptualizing the structure of organizations. ▲ Organizational structure





























▲ High

▲ Pyramidal ▲ Various levels of managers ▲ High cost of maintaining many levels of employees ▲ High generation of stationery ▲ Inefficient communication and decision making

▲ Flattened ▲ Few layers of managers ▲ Easier customer response ▲ Distributed decision making operational managers

▲ Amplitude control. How many subordinates should monitor a manager?

▲ Manager's ability. Managers with more experience and skills may have a greater reach, with more people reporting to him.

▲ Ability of subordinates. The manager with employees who need more supervision, should have a shorter range control, with few people reporting to him.

▲ Job complexity. ▲ Geographical proximity and functional similarity. (High range)

▲ High coordination, demand planning & functional complexity (lower range)

▲ Departmentalization. There are 5 ways in which companies can be divide: ▲ By product. (Books of commerce, colleges or technical). ▲ By function (Production, Marketing, Finance, Human Resources, Accounting) ▲ By customer group. (Institutions, individuals) ▲ By geographical location. (Canada, Japan, Europe) ▲ By process. (Cutters, packers, sellers)

▲ Centralization vs. decentralization. How should the decision-making?

▲ Centralized authority

▲ Decision making at the top level ▲ At headquarters

▲ Decentralized authority ▲ Decision-making at lower levels ▲ In each locality





























Organizations models

▲ Linear organizations. An organization that has two direct lines of responsibility, authority and communication, running from the top to the bottom of the company, all employees reporting to one supervisor.

▲ Line organizations and support staff. Line staff are employees who work

directly contribute to the primary goals of the organization. The support staff are employees who support the staff lines to achieve their results.

▲ Matrix. It is an organization in which specialists from different parts of the

organization work together on specific projects, but still being part of an organization line and support staff.

▲ Cross functional teams. They are groups of employees from different

departments working together in a non permanent way, they are empowered to make decisions, auto managed, and are employed by large institutional commitment.

Operations Management

It is a specialized management area, which converts or transforms the resources (including human resources) in goods or services. Operations management has 3 functions in manufacturing industry and services.

▲ Factory location. It must be selected in the best location for an operation of the organization.

▲ Place of manufacture. Close to places of cheap labor, or with the required skills, with access to various methods of transport.

▲ Close to markets. domestic or international locations.

▲ High flexibility. They must have the highest flexibility due to technological advances and telecommunications (email, teleconferencing, switching).

▲ Process design. Accommodating people, equipment and other physical

resources in the best position.





























▲ Design services: Designed for customers to find and buy products retail

▲ Efficiency: Some services use designs that make production more efficient.

▲ Plant design: The correct design will help increase productivity and reduce

costs.

▲ Quality Assurance. It measures the quality of products and services with international standards.

▲ The Malcolm Baldrige award qualifies 7 different areas: ▲ Leadership ▲ Strategic Planning ▲ Customer focus and market ▲ Information and Analysis ▲ Human Resources ▲ Process Management ▲ Business results

▲ ISO 9000, measures the quality of the products individually ▲ ISO 14000, measures the impact of the organization on the environment

Operations management in different sectors

▲ Operations management in the services sector

▲ Measuring productivity in the services sector is difficult, because the way of measuring productivity requires inputs and outputs

▲ New methods of measuring the quality of services should be developed

▲ Technology makes better productivity in the service sector, encouraging

employees to improve their performance, making work faster and more accurate.

▲ Operations management in the manufacturing sector





























▲ The planning process is the plan to transform resources into goods and services

▲ Manufacture process

▲ Physical or chemical processes that change materials

▲ Assembly. Putting together components

▲ Continuous. Long production processes

▲ Turn signals. Short production processes

Materials Requirement Planning (MRP). A system based on computer, which uses sales forecasts to anticipate when and where materials will be needed.

Enterprise Resource Planning (ERP). New version of ERP, linking several firms in a production unit.

New manufacturing techniques ▲ Just in time. Inventory up in time to enter the assembly line.

▲ Buy online. Purchase high quality materials online.

▲ Flexible manufacturing. Machines that can do more than one product.

▲ Lean manufacturing. Uses fewer resources than in mass production.

▲ Mass customization. Tailoring products for individual customers.

▲ Competing in time. Producing and delivering goods quickly,

before the competition.

▲ Computer Aided Design CAD (Computer Aided Design). Use computers to design products.





























Control procedures ▲ Gantt charts. A bar graph showing the timing of projects that are working and when

they will be completed.

▲ PERT. used to estimate the shortest way in which it is to complete a project method.

Human Resources Management

Studies of Human Resource Management.

▲ Scientific management. Studies employees to find better ways to perform their tasks.

▲ Time-Movement. Studies of the tasks performed and time required to develop it.

▲ Principle of movement of economics. He says that each job can be separated into a number of small parts.

▲ Hawthorne studies. It indicates that people based factors affect productivity rather than external factors.

▲ Management needs Maslow. It is a theory of motivation, which sets different kinds of needs, in order of importance: the social basic physiological needs, safety, esteem and self-actualization.

▲ Different theories

▲ Theory X

▲ The average person dislikes work and will avoid it, if possible.

▲ It must be forced, controlled, directed or threatened with penalties.

▲ Avoids responsibility and must be addressed.

▲ You want security.





























▲ It is motivated by fear and money.

▲ Theory Y

▲ To most people I like to work.

▲ Work aimed at achieving results.

▲ His commitment to the goals is directly related to the perceived

reward.

▲ They seek responsibility

▲ They are able to solve problems with imagination and creativity.

▲ They are motivated by a single prize that is working.

▲ Theory Z of Ouchi

▲ Combines characteristics of managerial approaches of USA and Japan. ▲ Type A (USA)

▲ Short-term employment

▲ Responsibilities and individual decision-making

▲ Rapid development and promotion

▲ Control explicitly formalized

▲ Career development specialist

▲ Segmented concern employees

▲ Z type (Modified USA)





























▲ Long-term employment

▲ Collective decision-making

▲ Individual responsibility

▲ Slow evaluation and promotion

▲ Explicit and implicit control

▲ Moderate career development

▲ Holistic concern for employees and their families

▲ Type J (Japan)

▲ Lifetime employment

▲ Consensus decision making

▲ Collective responsibility

▲ Slow evaluation and promotion

▲ Informal and implicit control

▲ Career Development unspecialized

▲ Holistic concern for employees

▲ Hetzberg theory

▲ Work

▲ Achievement

▲ Recognition





























▲ Responsibility

▲ Growth and improvement

▲ Hygiene factors. They can not cause satisfaction, but do not

change the motivation.

▲ Company policies and administration

▲ Supervision

▲ Working conditions

▲ Relationships

▲ Remuneration, status, job security

▲ Aggrandizement at work. A motivational strategy that emphasizes employee motivation through their work. It has 5 characteristics:

▲ Variety of skills

▲ Identity with homework

▲ Significance of the task

▲ Autonomy

▲ Feedback

▲ Management by objectives. A system for setting goals including a cycle of discussion, review and evaluation among senior and middle managers, supervisors and employees. It has 6 steps:

▲ The goals are set by managers and subordinates

▲ The objectives are established with compliance dates





























▲ Individual targets are set in writing

▲ Progress is monitored and targets are changed if necessary.

▲ The results are evaluated

▲ Employees are rewarded for achieving their goals

▲ Expectations theory. The amount of effort that employees exert on a specific task, depend on the expectations of the results. Five steps to improve employee performance:

▲ Identify the rewards to deliver to employees

▲ Determine standards each employee

▲ Ensure that these standards are achievable

▲ The reward should be tied to performance

▲ Make sure the rewards are properly considered

▲ Equity theory. The idea that employees seek to maintain equity between the input and output compared to others in similar positions:

▲ Equity is judged and based on perceptions

▲ Workers may overestimate their contributions.

Human Resources Management.

It is the process by which, assessing the human resource needs of the company, is the right people to meet these needs and best of his work is obtained, providing it with incentives and an environment suitable work, reaching organizational goals. ▲ Challenges





























▲ Lack of people with adequate skills in high technology and other growing areas

▲ High number of unemployed or underemployed who need training

▲ Current workforce includes people of mature age

▲ Complex legal regulation

▲ Increasing percentage of households with single parents and dual-income families

▲ Employees seeking a balance between work and life

▲ Business policies to lower the size of the workforce

▲ Growing demand for benefits tailored to the specific needs of a single worker

▲ Growing concern about health care, retirement, opportunities for minorities and disabled

▲ Decrease in employee loyalty

Human Resources Management, is based on achieving the goals of the organization by:

▲ Human resource planning

▲ Recruitment

▲ Selection

▲ Training and development o Motivation

▲ Evaluation

▲ Compensation & Benefits





























▲ Employees and union relations

▲ Human Resources Planning includes:

▲ Forecast needs

▲ Make an inventory of current employees

▲ Prepare an analysis of the work

▲ Ensure future demand for employees

▲ Ensure the future supply of employees

▲ Strategic planning of the recruitment, selection, training, evaluation and scheduling.

▲ Recruitment

▲ External sources

▲ Public employment agencies and private

▲ Direct applications

▲ New graduates

▲ Internships

▲ Former employees

▲ Unions

▲ Newspapers

▲ Trade associations





























▲ Internet

▲ Job fairs

▲ Internal sources

▲ Transfers

▲ Promotions

▲ Recommendations

▲ Retraining

▲ Restructuring

▲ Selection

▲ Application

▲ Interviews

▲ Test Job

▲ Verification of information

▲ Physicals

▲ Trial period

▲ Training and development

▲ Employee orientation

▲ Job training

▲ Learning programs





























▲ Off the job training

▲ Online Training

▲ Training hall

▲ Simulation work

▲ Evaluation

▲ Establish standards

▲ Communicate expected standards

▲ Evaluate the performance

▲ Discuss the results with the employee

▲ Take corrective action

▲ Take decisions

▲ Compensation & Benefits

▲ Payment Systems

▲ Salary

▲ Hourly

▲ Workday

▲ Piecework

▲ Commissions

▲ Bonds





























▲ Profit sharing

▲ Actions

▲ Benefits

▲ Cafeteria

▲ Days of illness

▲ Paid vacations

▲ Pension

▲ Health

▲ Recreation

▲ Car

▲ Kindergarten

▲ Calendaring

▲ Traditional working hours

▲ Flexible work hours

▲ At home

▲ Mobile

▲ Shared

▲ Laws affecting human resources management





























▲ Increased job opportunities for women and minorities

▲ Reverse discrimination

▲ Protect disabled and elderly.

Marketing management.

It is the process of planning and executing the conception of price, promotion and distribution of ideas, goods and services or products for a beneficial exchange.

▲ Marketing mix

▲ Product

▲ Price

▲ Square

▲ Promotion

▲ Marketing Process

▲ Find a need

▲ Investigate

▲ Designing the product

▲ Test product

▲ Determine the brand, packaging and price

▲ Select distribution channels

▲ Promote the product





























▲ Build customer relationships

▲ Marketing environment

▲ Social

▲ Competitive

▲ Economic

▲ Global

▲ Technological

▲ Larger markets

▲ Consumption

▲ Geotargeting

▲ Demographic segmentation

▲ Psychographic

▲ Benefits

▲ Volume

▲ Business to business

▲ Few in number

▲ They make large purchases

▲ Require complex products

▲ Involve customizing





























▲ They need pre and post sales

▲ Professional buyers, good negotiators

▲ Formal process and relationship

▲ They purchase alternatives

▲ Small market segments

▲ Alcoves

▲ One to one marketing

▲ Relations

Management Supply Chain

▲ Distribution channel. It is a complete set of marketing intermediaries such as distributors wholesale and retail, who work together to transport and store products, on the road between producers and consumers.

▲ Examples of channels

▲ Manufacturing - Industrial Users

▲ Manufacturing - Wholesale Distributor - Industrial Users

▲ Channels for consumer goods

▲ Manufacturing - Consumer

▲ Manufacturing - Retail Outlet - Consumer

▲ Service organizations - Intermediary - Consumer





























▲ Warehouse - - Consumer Non-Governmental Organizations

▲ Manufacturing - Wholesale Distributor - Distributor Retail - Consumer

▲ Farmer - Broker - Dealer Retail - Consumer

▲ Intermediaries.

▲ Create a channel efficiency

▲ Technology, retail distributors, are much closer to manufacturers

▲ Intermediaries can be eliminated, but their activities can not.

▲ The usefulness of intermediaries

▲ Shape. Having useful products

▲ Weather. Taking products when required

▲ Place. Having products where customers require

▲ Possession. Transferring ownership from one person to another

▲ Information. Taking information to the client to make informed decisions

▲ Service. During and after sale

▲ Wholesale intermediaries

▲ Merchants

▲ Brokers rack

▲ Cash

▲ sears





























▲ Business to business

▲ eBay.

▲ Yahoo

▲ Retail brokers

▲ As they compete

▲ Price

▲ Service

▲ Location

▲ Selection

▲ Entertainment

▲ As distributed

▲ Intensive

▲ Selective

▲ Exclusive

▲ Retail not produced in stores

▲ E-tailing electronics retail

▲ Telemarketing

▲ Kiosk and selling machines

▲ Direct sale





























▲ Multilevel marketing

▲ Direct marketing

▲ Process Management Supply Chain. Involves:

▲ Providers

▲ Manufacturers

▲ Wholesale Distributors

▲ Retail outlets

▲ Consumers

Information Management

▲ Information Technology. It is changing business in many ways:

▲ Your organization

▲ Operations

▲ Recruitment

▲ New products

▲ Customer Relationship

▲ New markets

▲ Tools for information management

▲ Internet

▲ Intranet





























▲ Extranet

▲ Virtual Private Networks

▲ Broadband Technology

▲ Key goals

▲ Quality. Accuracy and reliability or completeness

▲ Opportunity

▲ Relevance

Knowledge management. It is to share, organize and disseminate information in the simplest way possible and relevant to users of information

Effects of IT in Management ▲ Human Resources. Elimination of middle management functions,

flattening the organization

▲ Teleworking

▲ Security ▲ Hackers

▲ Viruses

▲ Personal information on the web

▲ Privacy

▲ Anyone is able to access all types of information

▲ Information is shared without permission





























▲ Cookies on hard drives

▲ Stability ▲ They fall due to technical problems are costly

▲ Hw & Sw

Financial Resources Management

CFOs examine the data prepared by accountants and make recommendations to senior management on strategies to improve the financial health of the company.

The work of the CFO. It consists of:

▲ Planning.

▲ Forecasting

▲ Short-term

▲ Long-term

▲ Cash flow

▲ Budget

▲ Capital

▲ Cash

▲ Operation

▲ Control

▲ Current costs

▲ Projected costs





























▲ Comparison

▲ Budget

▲ Get funds

▲ Short term

▲ Commercial credit. Purchase of goods with future payment

▲ Promissory note. Future purchase of goods with payment in

writing

▲ Bank loan

▲ Secured loan

▲ Inventory Financing or line of credit

▲ Revolving credit

▲ Factoring. Sale of accounts receivable

▲ Financial document

▲ Loan to friends and family

▲ Long term

▲ Debits

▲ Bonds

▲ Equity financing

▲ Actions





























▲ Retained earnings

▲ Capital at risk

▲ Manage funds

▲ Daily operation

▲ Accounts Receivable

▲ Inventory

▲ Investments

▲ Manage credit

▲ Audit

▲ Taxes

▲ Senior management provide financial advisory

Business Ethics

They are standards of moral behavior, ie, behavior that is accepted by society as right or wrong.

¿Confronting an ethical dilemma?

When a manager is facing an ethical dilemma, you should answer these questions:

▲ Is it legal?

▲ Is it balanced?

▲ Am I able to discuss this with my superiors?





























▲ Do I have to hide their actions?

Ways to improve business ethics

▲ Senior management support

▲ Understanding employee

▲ Training

▲ Establish an ethics line

▲ Understanding people from outside the organization

▲ Application code

Strategies for managing ethics

▲ Compliance with the code of ethics

▲ In accordance with laws and regulations

▲ Avoid criminal behavior

▲ Compliance through education, clearly defined rules, controls and penalties

▲ Integrity based on the code of ethics

▲ In accordance with laws and regulations and internal

standards

▲ Promote responsible behavior

▲ Compliance through leadership by example, education, monitoring, controls the process of decision making and





























penalty

Corporate Social Responsibility.

It's a business concern for the welfare of the whole society

The actors are:

▲ Responsibility for customers

▲ Responsibility or liability for investors by employees

▲ Responsibility for society Measuring Social Responsibility

▲ Corporate social auditing and Environment

▲ Customers

▲ Conscious investors or members

Conclusion: Handle business uncertainty is a challenge, handle the uncertainty of not knowing the business, it is suicide. But as having a good knowledge of a business, if management is for the few, indeed, the general manager. How to be prepared ?. The answer is developed in us, administrative, executive and managerial skills, through the knowledge and application of our self executive management theories, applying them and incorporating them. The learning process never ends in our lives, it is only in us, develop a nose for knowledge, a taste for finding new things, a vision dominate, and a pleasure for them at the service of our goals.





























Bibliography

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▲ Senge, Peter, The Fifth Discipline, Doubleday, New York, 1990. ▲ Wikipedia. Internet consultations. ▲ portals: ▲ www.elmayorportaldegerencia.com

▲ www.lamayoruniversidaddegerencia.com

▲ www.elmayorforodegerencia.com

▲ www.lamayorcomunidaddegerencia.com

▲ www.elmayorblogdegerencia.com



























http://www.lamayoruniversidaddegerencia.com/

http://www.elmayorforodegerencia.com/

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http://www.elmayorblogdegerencia.com/




▲ www.elmayorcanaldegerencia.com

▲ www.elmayorstaffdegerencia.com

▲ Websites

▲ http://www.tablero-decomando.com/revista/indicadoresfinancieros.htm

▲ http://en.wikipedia.org/wiki/Balanced_scorecard

▲ http://www.degerencia.com/tema/balanced_scorecard

▲ http://www.monografias.com/trabajos31/administracion-por-objetivos-apo/administracion-por-objetivos-apo.shtml

▲ http://www.elprisma.com/apuntes/administracion_de_empresas/administracionporobjetivos/

▲ http://www.emagister.com/tutorial/gerencia-objetivos-tps-1049913.htm AUTHOR: Pablo G Páez Post-PhD ▲ CEO

[email protected] Cell / Whatsapp: + (593) 991 699 699 www. pablo g paez .com www. Piramide digital .com

portals:

▲ www. the largest management portal .com

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▲ www. the largest management staff .com


























http://www.elmayorcanaldegerencia.com/

http://www.elmayorstaffdegerencia.com/

http://www.tablero-decomando.com/revista/indicadoresfinancieros.htm

http://en.wikipedia.org/wiki/Balanced_scorecard

http://www.degerencia.com/tema/balanced_scorecard

http://www.monografias.com/trabajos31/administracion-por-objetivos-apo/administracion-por-objetivos-apo.shtml

http://www.monografias.com/trabajos31/administracion-por-objetivos-apo/administracion-por-objetivos-apo.shtml

http://www.elprisma.com/apuntes/administracion_de_empresas/administracionporobjetivos/

http://www.elprisma.com/apuntes/administracion_de_empresas/administracionporobjetivos/

http://www.emagister.com/tutorial/gerencia-objetivos-tps-1049913.htm

mailto:[email protected]

http://www.pablogpaez.com/



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