La administración de los recursos financieros de la empresa Construlaba S.A. años 2018-2019
Fecha
2020
Título de la revista
ISSN de la revista
Título del volumen
Editor
Universidad de Guayaquil, Facultad de Ciencias Adminiatrativas
Resumen
CONSTRULABA S.A., durante los últimos años, ha venido presentando problemas
relacionados con la administración financiera, esto se ha venido dando ya que no existen
técnicas adecuadas para el buen manejo de los mismos. Como objetivo principal se identificará
el modelo de gestión financiera actual que posee la empresa Construlaba S.A. debido a que la
empresa no cuenta con un presupuesto de gastos establecido. Uno de los mayores retos de la
administración en las empresas es la de sus recursos, clasificados en humanos, materiales y
financieros. Partimos de la base que, en una empresa con operación normal, los recursos
financieros serán normalmente escasos, esto refiere que los dueños, accionistas o inversionistas
dedicarán la cantidad de recursos financieros indispensable para su operación.
CONSTRULABA S.A. se encuentra en la necesidad de llevar a cabo un control adecuado para
optimizar sus recursos financieros, para poder así llevar un adecuado manejo de la
organización. De la misma forma un análisis estratégico de los factores internos (clientes,
proveedores, competencias) aplicando la herramienta FODA. Es recomendable que la empresa
CONSTRULABA S.A trabaje con el personal capacitado para el mejoramiento de las
actividades y así poder disminuir los costos de producción y mejorar la utilidad de la empresa.
In CONSTRULABA S.A. there have been problems related to financial administration, during the last years, this occurred because there are no adequate techniques for the good management of them. As a main objective we will identify the current financial management model that Construlaba S.A. has due to the fact that the company does not have an established expense budget. One of the biggest challenges of the administration in the companies is that of its resources, classified in human, material and financial. We assume that, in a company with normal operation, financial resources will normally be scarce. This means that the owners, shareholders or investors will dedicate the amount of financial resources indispensable for its operation. CONSTRULABA S.A. is in the need to carry out an adequate control to optimize its financial resources, in order to execute an adequate management of the organization. In the same way a strategic analysis of the internal factors (clients, suppliers, competences) applying the SWOT tool. It is recommended that the company CONSTRULABA S.A. works with trained personnel for the improvement of the activities and thus be able to reduce production costs and improve the utility of the company.
In CONSTRULABA S.A. there have been problems related to financial administration, during the last years, this occurred because there are no adequate techniques for the good management of them. As a main objective we will identify the current financial management model that Construlaba S.A. has due to the fact that the company does not have an established expense budget. One of the biggest challenges of the administration in the companies is that of its resources, classified in human, material and financial. We assume that, in a company with normal operation, financial resources will normally be scarce. This means that the owners, shareholders or investors will dedicate the amount of financial resources indispensable for its operation. CONSTRULABA S.A. is in the need to carry out an adequate control to optimize its financial resources, in order to execute an adequate management of the organization. In the same way a strategic analysis of the internal factors (clients, suppliers, competences) applying the SWOT tool. It is recommended that the company CONSTRULABA S.A. works with trained personnel for the improvement of the activities and thus be able to reduce production costs and improve the utility of the company.
Descripción
Palabras clave
MODELO DE GESTIÓN FINANCIERA, ANÁLISIS ESTRATÉGICO DE LOS FACTORES INTERNOS