Communal management at the beginning of the 21st century presents challenges that require a holistic and simultaneously detailed vision of reality.
The achievement of social objectives depends as much on the environment as on the internal order and its links.
Among the approaches that contribute to enriching the perspectives of communal administration, Knowledge Management can be mentioned, whose main benefit is the management of intangible assets, of fundamental importance for the success of government management.
Simultaneously, the operation of these assets - measurement, evaluation, decisions and control - requires techniques appropriate to their nature, not contained in the techniques and quantitative algorithms.
Thus, various tools for the representation and generation of knowledge for public administration have emerged, the usefulness of which will be increased as these approaches are disseminated and used.
Various computer tools that give applicability to intellectual concepts (DataWarehousing, DataMining, OLAP) contribute to this approach, which resort to logical-mathematical processes that make them useful when measuring, evaluating and adopting decisions.
Among these processes and techniques we can mention Neural Networks, Genetic Algorithms, Fuzzy Logic, and in general terms approximate reasoning methods.
As a link between both fields - intangible assets and logical-mathematical management methods - we can point out the Balanced Scorecard, a management tool whose main value is precisely the communication, unification and monitoring of a strategic vision shared by the members. of a social organization.
Characteristics of organizations in modern times
(Stoner, 96)
- Operations Integration Proximity Attitude
Consequences of these organizational characteristics
According to P.Drucker, "the center of a modern society, economy and community… is the institution administered as the organ of society to produce results" (Drucker, 99)
In relation to this statement, new conditions and requirements have appeared
- Need to articulate efforts, increasing participation and efficiency Increase in the needs of "management" in different areas. Flexibility and search for structures and own administrative modalities Changes in the conceptions of value, which in turn induces frequent changes in administrative paradigms. Greater requirements for Quantitative information and qualitative analysis. Importance of shared knowledge. Awareness of the "intellectual capital" formed by the capacities, information, social objectives, implicit agreements, traditions and customs. Increased social responsibility of companies and private entities.
SPECIFIC CHARACTERISTICS OF COMMUNAL MANAGEMENT
1. High level requirement
2. Responsibility and transparency.
3. Continuity requirement to homogenize government action
4. Influence of consensus on collection
5. Varied participation of citizens in management (ILPES, 2000)
- Information provision Consultation Behavioral incentives Functional participation Interactive participation Self-development
6. Diversity of "clients" citizens, government entities, companies and NGOs
7. Need for cultural coherence
8. Need for cooperation
9. Need for strategic management of the municipality
10. Need for political interpretation of the strategy to obtain the necessary support
11. Need for internal and external consensus on governance
12. Need to strip political party “property” of permanent actions (Serrano)
13. Willingness to be seen as an organization that prioritizes the quality of service to citizens
(Cugat, 01) (Arape, 99)
Understanding as an organizational culture "the set of assumptions, convictions, values and norms" (Davis, 99) shared by the members of an organization, its incidence is essential for success since
- Establish an identity for the members Help interpret the internal and contextual reality Transmit a vision and stimulate the search for excellence
Social participation in government management
The frequent failure of community management is caused, among other things
(D Albenzio 99)
1. Due to the divorce between homogeneous plans for a province and different communal realities
2. Intrinsic contradictions of the plans themselves
3. Lack of continuity
4. Inadequate linkage and budget continuity
5. Lack of relationship between income and expenses
6. Continually unfulfilled demagogic promises
7. Disinterest and lack of cooperation from citizens
8. Ignorance of objectives by citizens
9. Lack of shared knowledge to coordinate
10. Lack of permanent control to adjust actions
11. Lack of training
12. Lack of shared strategies
13. Higher level conditioning incompatible with communal reality
An effective participation in the planning, execution and control of objectives would allow:
1. Diagnosis of problems from realities, 2. Ascending endogenous initiatives
3. Adapt the plans - as a whole and in detail - to the real and unique needs.
4. Abate party political influence
5. Continuity guaranteed by participation
6. Secure the necessary budgets in the medium and long term
7. Adapt actions to real possibilities
8. Decrease demagogic promises
9. Proactive interest of the interested parties
10. Knowledge of the objectives of each management
11. Generalized control of actions
12. Increasing training of stakeholders and officials
13. Establish ordering axes of government policies and shared strategies
To achieve this it is necessary
- Systematize information and make it understandable to citizens (D Albenzio, 99) Instruments and technology that allow information to be shared Strengthen micro-civic associative spaces (mutuals, cooperatives, clubs, neighborhood or sector development associations, and others)
Side networks and organizations
Networks (and other related types of structures: lateral organizations, polycellular structures) are especially suitable for management systems that "create knowledge". Participatory management is a process of knowledge and growth of society and local government.
Social participation in the management of local governments can be seen as a succession of progressive steps (Sanin, 03)
The need for a Knowledge Management System
The basic structure of modern society is determined by subjects and organizations that are constantly changing as they adapt to needs and the environment.
Based on this growing complexity of municipal management, the need to increase its scope becomes evident, expanding its resources and extending its scope, improving it quantitatively and qualitatively through strategic management by competencies.
A first feature of the Information Society is that databases grow much faster than information and knowledge. It is calculated that while the incorporation of data grows exponentially, the information does so arithmetically and knowledge at a fractal rate, that is, chaotic.
These conditions of fractality require a greater emphasis on the analysis and dimensioning of the main elements of the intellectual capital of an organization. (Ruiz, 00)
Graphic diagram of Intellectual Capital
Since the final results are conditioned by intellectual factors such as
1. Values (social, community, sectoral and individual
2. Attitudes (willingness to cooperate, dialogue, participation)
3. Capabilities (possibility of interacting at different levels with operational efficiency)
Applied to
1. Men, (human capital: skills and abilities)
2. Relationships, (relationships and ties, societies, NGOs)
3. Organizational structure (information systems)
4. Technology (computerization: obtaining, processing, evaluating and applying knowledge) (Marakas, 97)
There is an evident need for a knowledge management system that allows data, information and knowledge to be rescued, assigned, distributed, generated and updated for integrated public-private management.
The Balanced Scorecard
Knowledge management is management of intangible assets.
The management of intangibles consists both in the personal and collective knowledge of the members of the social structure and in their relationships, perceptions, will, and vision of the organization. Harmonizes expectations and abilities through formal and informal linkages, circumstantial relationships, influences and diverse concepts that modify behaviors. In public management, the knowledge of citizens. would eliminate a significant amount of conflict
- For clarity in the management of public affairs By acceptance of circumstances By participation in decisions By rationality in decisions By elimination of perks
In all circumstances the focus will be (Rivadeneira, 01)
- ExternalIntegralFlexibleIntangible
The Balanced Scorecard (Kaplan, 97) will allow in each of its perspectives to establish a dynamic system of
1. Communication and explanation of strategies
2. Obtaining consensus, linking the media and inter-institutional relations
3. Setting goals for each specific issue
4. Feedback and training to improve management effectiveness.
and the ability to govern will reside mainly in the knowledge that the government management has, in a management control model.
GOVERNMENT CONTROL
The tool that we intend to use to achieve clarity, simplicity and agility is the Dashboard instrumented through new technologies for analysis, communication and distribution of information. (Lopez, 99)
Incidence of the BSC in the unification of shared values in the government organization
The existence of a BSC that guides the actions towards an accepted objective, will allow to guide the value impulses of the members of the organization, and, consequently, to improve the internal processes in order to satisfy the established goals, also considering the priorities. individual.
The management of indicators and cause-effect relationships will allow sharing
- Knowledge Data Information Structure Perceptions Judgments Decisions
Those that generate greater harmonization of
- Interpretive models of reality Descriptive models Prescriptive models Proposals Consensus Plans
Through a permanent circle
In which the cause-effect relationships have various evaluation difficulties on the part of different sectors due to
- Qualitative Variables Different Perceptions Different Logical Operations Interpretability Target Transfers Inaccuracies and Ambiguities Political Bias Composite Indicators
The general and specific strategies must be integrated into a common vision.
Without which it is impossible to achieve the desired results in government actions
The BSC can provide that common vision through its mechanisms for
1. Obtaining the data
2. Storage of information
3. Knowledge development
4. Application and Dissemination of knowledge
The application of a BSC will allow managing the intellectual capital of the community through its components shown in the Intellectual Capital Graph (page 9).
1. Human capital management (Martinez,)
Materialized in:
to. Attitudes
1. Participatory management and commitment to projects
2. Motivation, recognition and compensation
3. Communications management
4. Work climate management
5. Management of compliance with community and government responsibilities
b. Improvement and innovation capabilities
1. Diversity management
2. Collaboration management
3. Management of initiative and creativity
4. Learning management
5. Change management
c. Competences
1. Management of training, quality, applicability and access to management decisions
2. Management for the definition of the necessary competences for the development of the strategy and achievement of the objectives
2.- Structural Capital Management
1. Technological Capital:
Manifested in information systems, decision support systems, computer structure (hard and soft), models, media, controls, supports and storage of information.
a) Technological deployment: in quantity, modernity, ability to adapt to the user.
b) Product and service technologies
c) Information architecture management.
d) ISO certifications, audits and results.
2. Organizational Capital
Organizational structure and management systems. Organization charts, non-governmental organization structures, neighborhood nucleations and community promotion.
a) Deployment of complementary and service networks and channels.
b) Location and attention capacity of the channels
3. Relational capital
Knowledge of the applied environment. Links with neighborhood, sports, mutual aid, sectoral, business, development and other societies that channel the concerns of the community and the management of their interests, helping the government to solve problems
3.1 cooperative and complementary relationships with
- Local institutions Other communal administrations Provincial, national and international organizations and institutions
3.2 relationship with citizens
3.3 quality perceived by citizens by valuation of services received and matched by
3.4 compliance with tax obligations
3.5 compliance with municipal regulations
3.6 channeling of complaints and needs
3.7 cooperation initiatives
As the graph of the BSC cycle shows (page 12), the process is a permanent and dynamic link between information and structures that process and interpret it (Ovejero, 01)
The BSC as an attitude coach
(Adaptation) Source: The meaning of verification in the transformation of behaviors. Carlos Argañaraz Doctor
As knowledge shows a BSC in this framework.
The BSC as a unifier of the perception of reality
The integrated behavior of the action, which the BSC seeks, has an initial obstacle, which are the different perceptions of reality.
Given the natural differences in “ how ” to do things, the BSC emphasizes, through its objectives reflected in indicators, on “ what ” is what we want to achieve.
What are the elements of the analysis?
In integrated management, where the municipal structure, intermediate organizations, citizens, communities of practice, provincial and / or national government agencies and others intervene, achieving a common vision will depend on the definition of four main constituent elements of the strategy
- The referents emerge from the WHAT as Objectives. They unfold through the HOW in the competences. They are consolidated through the WHAT in organizational learning AND they expand from the WHY in the definition of the limits of the activity.
The BSC, through its indicators, will define the performance profile
Intentional and directed intervention is possible from the development of competencies (ability + capacity + decision) to operate with the perceptual model, identify trends in future scenarios.
Some examples of feasible coordination
- Services
- Permanent (Waste collection, traffic control, sanitation)
- Repairs (road infrastructure,)
- Cleaning (streets, squares, parks,)
- Health
- Primary care
- Ordering of queries, - Selection of requirements, - Prevention, - Vaccination, - Early detection of pathologies,
- Education
- School aid, - Recovery
- Trades
- Undertakings
- Food self-sufficiency, - NGO guidance
- tourism
- Mixed ventures, - Civil formation, - Information, - Accessibility
- Linking and complementary services
- Commercial loyalty Public works Human development Epidemiological information Geographical information system Financial information system Local accounts Technology Claims systems
Application conditions
The assets of a knowledge-based society are supported by available technology. However, this technology is not itself knowledge management. Similarly, a neighborhood society can manage its knowledge and achieve good results even without having information technology for management.
In order to establish KM mechanisms such as the BSC, it is essential to share, through appropriate technologies, the information necessary to analyze, study alternatives and implement solutions.
The information to be shared will be:
1. Documentation: The bulk of the information is collected in this knowledge base (Knowledge DataBase). (Legislation, procedures, regulations)
2. Projects: In this KDB is all the information that we will generate daily, related to specific projects in progress in the entity or group, with a special section of new projects or ideas.
3. Know How: It is convenient to record our “best practices” and also those of other people or entities, in the form of a guide, an explanatory document or the one most appropriate to the matter.
4. Who Knows What: A directory of experts on issues affecting the community.
5. Equipment: List of the means available for tasks in the city.
6. General information.
Everything to satisfy the objectives:
- Establish an authentic network COMMUNITY, in which knowledge managers can exchange tools, mechanisms and ways of optimizing their know-how. Provide analysis elements for the organization, with project information. Adjustment of external information mechanisms with internal systems of control.Ideal new non-financial performance factors for value creation.
What does knowledge management provide in the municipal sphere?
Without ignoring the need for management controls, the value of a timely correction conquers attitudes and actions that formal management cannot achieve in the short term. In this way it precedes better management directly without eliminating the possibility of planned and formal control.
What are the assets of knowledge in community management?
It is significant that much knowledge necessary for the good work of municipal services is not explicit and can only be detected through the conduct of the beneficiaries. For example, adherence to cultural programs, or prevailing values in groups or social sectors. These must be detected by means of indicators that reflect their quantification. Proper management of indicators may reflect non-quantitative factors and will serve as a qualification element for government demands and services. (Edvinson, 98)
What benefits can municipal management expect from knowledge management
- Encouragement of innovation due to a greater flow of ideas shared by beneficiaries Improvement of services due to an increase in shared responsibilities Greater consensus due to an increase in the speed of reaction Greater commitment of officials, employees and citizens Reduction of expenses due to the rationalization of management and operations
How to articulate GC in the communal environment
The articulation of the GC in the commune by means of tools of the control panel type, has limitations, regarding the generality and diffusion of the problems to be solved, and requirements regarding the adjustment of the information mechanisms to be used. Participatory planning is a process of knowledge and growth of society and local government. We will enunciate the stages of that planning
- Preparation and organization Diagnosis Municipal, neighborhood, sector development strategies, etc. Operations programming Execution and administration Control and adjustment
In which it is necessary that the global vision descends to the social actors.
(Rocatagliatta, 01)
On the other hand, it is necessary that the problems have a certain degree of homogeneity and generalization in order to establish common variables at the different levels at which they are treated, as well as compatible objectives. For example:
- The restrictions or building conditions applicable to a residential neighborhood are absurd in commercial areas.The environmental constraints are specific to each area or sector (urban, industrial, recreation and tourism) Population density, and therefore all health or The services that contain them are significantly different and have different economic, financial and social significance. Achievement expectations are different according to area or sector.
Notwithstanding these differences that advise partial evaluation, general parameters can be established to be used in general strategic evaluation instruments. For this we need:
a.- Identification of problems and social actors, - Neighborhood or neighborhood organizations
- Promoter boards
- Surveillance Committee
- Community associations
- Other civil society associations
b.- Establishment of missions
c.- Definition of objectives and strategies
d.- Determination of the field of decisions and articulation mechanisms at different levels
- Geographical level: Block, street, neighborhood, area, site, references to a geographic center Social level: Groupings by clubs, nationalities, age sectors Economic level: Business chambers, rural producers, industrialists, professionals, etc.
The strategies, objectives and therefore the indicators could be successively integrated from disaggregated levels to those with more content.
From each of the possible combinations or groupings, shared and monitored strategies, objectives and own controls may arise, within the segment or at higher levels. We would have different combinations and levels of planning, execution and control and also relationships and indicators of different levels of management.
The MOLAP (Multidimensional On-Line Analytical Processing) model can start with an analysis of the "cube" from the three dimensions stated up to an "n-dimensional cube" or "hypercube" according to the emerging information needs, for example
- Activity - age dimension - geographic dimension - health dimension (n 4)
- Activity - age dimension - geographic dimension - health dimension - instruction dimension (n 5)
- Activity - temporal dimension - age dimension - geographic dimension - health dimension - instruction dimension (n 6)
They will serve for analysis and decision in order to different strategies, users, accessible data and information needs
|
Local government level |
One level groupings |
2-level groupings |
3-level groupings |
|
|
|
|
Table: Indicators by Level
In this way, the BSC will be formed by means of relationships and indicators on which they will make decisions at the levels corresponding to the level of functional competence.
| sector information | Aggregate information | |
| Aggregate evaluation |
|
|
| Sector evaluation |
|
|
Table: Analysis of Decisions according to Information
Eg: From the information and evaluation of the Health sector, the convenient decisions will emerge for its operation. But if we want to aggregate evaluate information from different sectors, such as Health, Education, Services, we could compare, the level of expenses, social profitability, innovation and the decisions of the sectors themselves could be accompanied by new definitions of public policies.
Aggregate information from related sectors, such as Tourism, Industry and Agriculture, could serve, either the sector itself or the local government, to compare occupation of labor, contribution to social spending, efficiency, productivity and others.
These analyzes and decisions can be articulated through the instrumentation of control panels by levels. Upon leveling up, the information from the lower level is added to the corresponding scoreboard, which links it to its own information, and derives the required information to the next level, to repeat the process, finally forming a comprehensive BSC.
Dashboard Graphical Linking Scheme
The graph shows a scheme for linking management indicator systems by Neighborhoods (1,2..n) and Activities (Health, Culture, etc.)
The scheme will allow integrating strategies at different levels of decision and data preparation, giving immediate stakeholders participation in management.
The computer system can be schematically presented in the following graphic, where the data I / O processes are located, the storages.
(Data Marts and Data Warehouse) and the search sections, detection and analysis of knowledge obtained for decision-making
General Information System Chart
The model will allow obtaining and providing relevant data, information and knowledge to each of the members of the integrated management system in the communal order.
Conclusion
- The characteristics of communal management, even in small cities, need conceptual unity just like large organizations. In these, the established and accepted mission has unifying characteristics of the management that, frequently, do not exist in the public administration for political or ideological reasons. This need in turn requires having tools that enable management from various approaches, approaches, interests, degrees of participation, responsibility and objectives, with material and conceptually compatible criteria. Models such as the BSC allow establishing knowledge and objectives shared by various areas. incorporating specific analysis tools for each of them,Compare results according to the selected indicators and provide the services required by citizens through participation, interaction, and a unified vision of the objectives. Similarly, the use of modern Database techniques (Datawarehousing) and knowledge search techniques (KDD) and process analysis (OLAP) transactional analysis ((OLTP), combined with the BSC, provide the possibility of significantly improving public management, always complex and potentially conflicting.They offer the possibility of significantly improving public management, which is always complex and potentially conflictive.They offer the possibility of significantly improving public management, which is always complex and potentially conflictive.
Glossary
OLAP: On Line Analytical Processing are information systems for decision making. In them the information is seen as cubes, which consist of the combination of descriptive categories and quantitative values
MOLAP (Multidimensional On-Line Analytical Processing): System for calculating and storing data in miltimensional cubes for their availability without requiring new calculations.
DataWarehouse: Collection of theme-oriented, integrated, non-volatile, organized data to support decision-making processes
Knowledge Management
It is an organizational process basically made up of the following stages:
- Creation or generation of knowledge, Structuring and adding value to that knowledge, Transformation and transfer of knowledge, its Storage and Use.
KDD: (Knowledge Discovery in Databases) It is the process of discovering knowledge in databases where the following steps are performed
1. Definition of objective
2. Obtaining the data
3. Selection
4. Cleaning
5. Improvement
6. Coding
7. Data Mining
8. Reports
Balanced Scorecard Collaborative: It is a strategic management system that measures, through quantitative relationships of different selected variables, the behavior of the organization considering the objectives set and established in different perspectives (Growth, Internal Processes, Clients, Finance).The analysis It is based on the cause-effect relationships between the variables and the ratios that represent them.
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