No description available.

La rotación laboral en las empresas del sector Microfinanzas en Arequipa, ha generado interés especial, la rotación en el Área de Negocios, específicamente el puesto de Analistas de Créditos, porque ocasionan un impacto directo en la pérdida de fidelización de los clientes; a la vez genera distintos efectos en las siguientes áreas de la empresa: en el área de talento humano se generan costos de reclutamiento, capacitación e Impacto en el clima laboral; En el Área de negocios, reducción de la cartera de créditos, pérdida de clientes, incremento de la cartera atrasada, retraso en el cumplimiento de metas y reducción de la rentabilidad La rotación se da entre Bancos (especializados en Microfinanzas), Financieras, Cajas Municipales, Cajas Rurales, Edpymes y Cooperativas, esta rotación genera principalmente tres efectos: (1) pérdida de clientes, por compras de deuda; (2) disminución del nivel de exclusividad, los clientes empiezan a tener crédito con otras entidades; (3) Sobrendeudamiento, incrementan su monto de crédito, manteniendo su capacidad de pago El presente trabajo de investigación se basara en un enfoque cualitativo, encontrando que la rotación en el área de negocios en el puesto de Analista de créditos, en el sector de Microfinanzas en la provincia de Arequipa, es causada por tipo personal y Organizacional; Este problema hace necesario identificar las razones de la rotación y poder proponer soluciones, y lograr disminuir la rotación del puesto de Analista de créditos, esto permitirá que se atenúe la perdida de fidelidad de los clientes. Por lo anterior, este trabajo de investigación revisara literatura de Administración de Recursos Humanos, Artículos y estudios sobre la rotación de Personal, que permitan encontrar propuestas de solución adecuadas a este problema. / Job rotation in companies in the Microfinance sector in Arequipa has generated special interest, turnover in the Business Area, specifically the position of Credit Analysts, because they have a direct impact on the loss of customer loyalty; At the same time, it generates different effects in the following areas of the company: in the area of human talent, recruitment, training and Impact costs are generated in the work environment; In the Business area, reduction of the loan portfolio, loss of clients, increase of the overdue portfolio, delay in the achievement of goals and reduction of profitability The rotation occurs between Banks (specialized in Microfinance), Financial, Municipal Savings Banks, Rural Savings Banks, Edpymes and Cooperatives, this rotation generates mainly three effects: (1) loss of clients, due to debt purchases; (2) decrease in the level of exclusivity, customers begin to have credit with other entities; (3) Over-indebtedness, increase your credit amount, maintaining your ability to pay The present research work will be based on a qualitative approach, finding that the rotation in the business area in the position of Credit Analyst, in the microfinance sector in the province of Arequipa, is caused by personal and Organizational type; This problem makes it necessary to identify the reasons for the rotation and be able to propose solutions, and to reduce the turnover of the Credit Analyst position, this will allow the loyalty loss of the clients to be mitigated. Therefore, this research work will review literature on Human Resources Management, Articles and studies on Staff turnover, which will allow finding suitable solutions to this problem. / Trabajo de investigación

This thesis describes the design of a multifunctional three-storey house. The proposal includes the choice of the structural system, the choice of walls, windows, designing footings, staircases, numerous parking areas, flat roof drainage, management of rainwater. The specialized section is designed ventilating buildings with VRF systems heating / cooling with heat pumping. A check is a calculation of bearing capacity of ceiling construction.

[pt] Minimizar as dificuldades de comunicação entre áreas técnicas de TI e áreas de Negócio tem sido um desafio de muitos CIOs - Chief Information Officers - de empresas, que têm que traduzir as necessidades de diversas Unidades de Negócio da empresa em tecnologias adequadas, integradas, escaláveis e geradoras de receita para as organizações. Dado que TI não é um fim em si mesma, mas um meio para que a organização atinja resultados, tal disputa pode desembocar em ineficiência, a despeito dos investimentos e esforços despendidos. As percepções sobre os possíveis conflitos envolvendo a área de TI e seus clientes internos, em duas empresas de telecomunicações brasileiras, são contraditórias ou coincidentes, de acordo com a visão de cada uma das áreas? Quais as causas destes possíveis conflitos identificadas em cada uma das empresas? / [en] Minimize the difficulties of communication between technical areas of IT and Business areas has been a challenge to many CIOs – Chief Information Officers - of companies that have to translate the needs of Business units of the company in appropriate technologies, integrated, scalable and generating revenue for organizations. Since IT is not an end in itself, but a step that organization uses to reach results, such dispute may lead to inefficiency, despite the investment and effort spent. The perceptions of possible conflicts involving IT area and its internal customers of two Brazilian telecommunications companies are contradictory or coincidental, according to the vision of each of the area? What are the possible causes of conflict identified in each company?