This catalog of values has been prepared with the aim of assisting managers in the use of essential tools to work to strengthen culture in organizations.
Abstract: This catalog of values has been elaborated with the objective of aiding to the directive in the use of indispensable gear in order to work in the invigoration of the culture in the organizations.
Introduction
The human factor is becoming, increasingly, one of the most important resources for the effective management of new organizations, those that carry out their activity in what has been called the Information or Knowledge Society. The importance that employees acquire in them has been demonstrated in numerous works and studies, which show that the members of an organization are its main asset and that, therefore, they find a crucial source of information and a force for change. and progress that should be motivated and cared for. In a global economic context in which technological convergenceand the rapid exchange of information tends to equate the products and even the organizations themselves, it is precisely the people who work in them the main factor of differentiation, the crucial element on which their future will often depend.
People have become the key factor in the success or failure of organizations, and how communication - especially internal communication - plays a crucial role in integrating these people, workers, into the objectives of their respective specific organization. From this approach it can be defined that the culture of the organization is its nervous system. Their knowledge enables management to get to know its staff better, organize itself, define its objectives, execute its tasks, share its ideas, make decisions, solve problems, and generate changes with greater effectiveness.
Por las razones anteriormente expuestas, es comprensible la importancia que reviste para nuestra sociedad, la ejecución en cada organización de una gestión efectiva de la Comunicación Interna. Por consiguiente, se hace necesario conocer la cultura de cada organización. El grupo de investigación social del telecentro Tunas Visión no está ajena a esta necesidad, es por ello que se han venido realizando estudios que permiten descubrir algunos de los elementos que conforman la cultura de dicha organización; diagnósticos de comunicación interna constituyen alguno de ellos. Sin embargo todavía no se ha creado el catálogo de los valores, herramienta imprescindible para trabajar en el fortalecimiento de la comunicación interna y el entorno en el que se desenvuelve la organización. Luego de observar el clima interno y apreciar la calidad del colectivo que allí labora se decidió realizar una investigación para conocer los valores que la sustentan y los que desean alcanzar para hacerlos permanentes. De esta manera se plantea el siguiente problema de investigación:
What value system characterizes the organizational culture of the Tunas Vision telecentre in the Tunas municipality?
Then, the general objective of this work is: To design the catalog of values of the Tunas Vision Tele Center in the Tunas municipality.
To enable the achievement of the general objective, the following specific objectives were outlined: First: characterize the organization; Secondly: identify particularities of the institution's internal communication and lastly: design the catalog of values for the Tunas Vision Tele Center.
Analytical categories:
• Organizational Communication • Organizational
Culture
• Internal communication
• Catalog of Values
In the preparation of the research with descriptive qualitative methodology, theoretical level methods such as analysis-synthesis, induction-deduction and historical-logical were used to analyze the results and empirical level methods such as personal interview the managers of the organization and the founders of the telecentre allowed to know data related to the characteristics of the entity, the survey of workers in the different work areas, participant observation as it is a very effective method in collecting information, for the systematic valid and reliable record of overt behaviors or behaviors. (Sampieri, 1994: 305).
Organization Characterization
For the proper understanding of this work, it is considered of imminent importance to include the meaning of the Telecentre as this is the object of study of the research: Institution belonging to mass communication with the essential purpose of providing information, knowledge and entertainment within the framework of a given territory using television media.
The Tunas municipality telecentre has been founded for 12 years, according to what was recorded, it was not until December 30, 1999 that the first airing of the Tunas Vision channel occurred. This institution that started with around 67 workers today has more than 100.
Next, the organizational culture levels of the Tunas Vision telecentre are described.
Production level
The Tunas Vision Telecentre is located in the Buena Vista district of the provincial capital in Las Tunas. It was founded on December 30, 1999. It has achieved important results in National Telecentre festivals, managing to stay in the top three places. It is mainly surrounded by the residential buildings that characterize this distribution, in front is a children's circle, an elementary school and a park; In the back area there is a banana plantation, the ESBU Carlos Baliño and the MELISSA Clothing Factory.
The building is Horizontal, eclectic style. The areas within its limits are well-kept, represented by a beautiful garden with varieties of plants. The exterior of the building is painted a pleasant light green and the front door is dark glass.
Upon entering the organization, a spacious hall with light yellow walls and a white ceiling is observed. It is a ventilated and illuminated place. Its decoration is made with great care. It is basically botanical, there is even a small green area inside the lobby that gives it a refreshing touch.
There is also the reception desk, two telephones, a large Daytron fan and some very comfortable furniture. An exhibition of photos representative of the Cuban military mission in Angola in commemoration of its 30th anniversary are part of the decoration.
To the left of the entrance there is a flag of various colors that signifies the peoples' struggle for peace; while the front wall is almost entirely covered by our national banner.
The organization has 21 locations: a studio, a meeting room, a video library, a venue for the master (video and sound), a workshop, a set location and the rest are offices, of which the largest is the direction; However, its position has nothing to do with the level of hierarchy, since it is as horizontal and as open to collaborators as the others.
These premises preserve the decoration in harmony, that is, the walls are yellow, the ceiling white and plants abound.
The furniture is new, comfortable and well cared for; it is the same since the telecentre began operating 8 years ago; but it is not enough there are places where more people work than the amount of existing bureau and this is uncomfortable sometimes the position of tables and chairs is well determined.
The entity has some problems with technology, there are only 4 computers, when more than 80 percent of workers need them. One is intended for personnel who serve the economy, one for management and two for informational purposes.
It only has three cameras to work outdoors and two for the study; it follows that they are not enough.
The building, despite care for its conservation, presents leaking problems, it has been recently painted after the IKE cyclone attacks.
The Tunas Vision telecentre is an organization that produces and provides services. It carries out communication products (information and instruction programs, public good spots, among others), in addition to giving the entities of the municipality the opportunity to make known information of all kinds and interest to the Tunisian society.
This organization presents five departments:
Informational: in which journalists work.
Programming: where the programs are prepared: consultants, producers, the social research and public relations group work.
Productions and technique: is responsible for supporting the implementation of the programs.
Administration: to this department belongs the personnel of economy, finance and human resources.
Address
All contribute with their effort to carry out the telecentre that has as its Mission: To reflect in a simple, pleasant, clear, varied way, the events of our people, educate, guide and inform in our Revolutionary principles. Vision: To be the image of preference of the people of Las Tunas.
The policies by which this institution is governed are those proposed by the Cuban Institute of Radio and Television (ICRT).
The perception that the internal public has about the raison d'être of the institution was expressed through a survey (see annex 3) where the criteria with the highest percentage were directed to raise: The staff and the programming are strengths that the organization, the channel is close to the most liked.
Analyzing another aspect it can be stated that the color that identifies the Telecentre is green; the workers do not use any accessory that distinguishes them outside the organization, inside the organization they wear a lapel with the identity color and the logo, for this situation the workers mostly affirmed they would like to wear a uniform or other distinctive that identifies them outside the entity.
Interpersonal relationships are favorable to the internal climate of the organization, task information flows by hartwer methods through the existing telephones in almost all the premises; There is also an abundance of face-to-face exchange, that is, informal communication, the locals keep the doors open almost all day, exchange greetings, information and friendly comments.
The murals, however, need to be better updated and with attractive information of interest to the internal public that attracts attention and encourages them to go to it. They carry out various communicative activities; all are held in the morning and then the department meetings.
In the Las Tunas telecentre, codes are used that are used in the common language of its members. Tucutún means the center of the matter, the essential situation of the moment. Transmission and the gesture of zeroing, which is done with the index fingers and thumb; its meaning is projected from the study outwards for certain situations.
Regarding the behavior of the dimensions that form the basic underlying assumptions, they are analyzed as follows.
Relations of humanity with nature
These behave according to the oriental tradition in harmony with nature and the environment. The planting of ornamental plants in a clean and ventilated environment characterizes the canal.
The members of the telecentre are well aware of the type of product they provide and know how to direct these correctly to their audience. The relationship with its economic environment is essential for the fulfillment of its mission. The relationship with the political, sociocultural environment favors its image, the technological one is almost a threat to the channel since the deficiencies in this aspect do not allow them to be in accordance with the demands of the moment, this makes the group have to make an effort more and look for other less sophisticated and effective means.
The assumptions that describe the above behavior: The constant search for real information, the creation of programs according to ICRT policies and prioritized political issues, collaboration with the neighborhood, maintenance and conservation of green areas, the awareness that members of the fulfillment of its mission and the ecological perspective that the canal projects towards its surroundings.
The nature of reality and truth
In this telecentre it is determined that something is true or real through the resolution of problems, conflicts in open debate. The decisions of the organizations are approved by the workers' assembly and the management positions are approved by the income commission, generally, according to the result of the interviews applied to the leaders of the entity. The group generally collaborates with the accomplishment of tasks. As for the nature of time, it is very strict; it is considered important to what was done in the past, they are proud of those first names of the emergence; but the present and the future are extremely important for the fulfillment of the mission and the vision.
For collaborators it is very important and it is unforgivable not to make the most of it. The realization of the communication products presents key hours according to the nature of each program. Outdoor recording and shooting should be done in the morning when the sun is not as strong and the camera can better focus on the subject. That is why the affectations with the transport alter the process prior to the display. As for the space, it is limited and I divide the number of people who work in the institution, which damages concentration, comfort and privacy in the performance of their work. The address is a little more spacious, but this does not imply that due to the hierarchy it has a low level of access.
It is easy to access the address, everyone is treated equally while being respected. Distances are appropriate for informal relationships with management and with the general public. Due to the differences in characters there are still people who do not join the collective.
The nature of mankind
A satisfactory answer is found to this dimension since the people who work in the telecentre are good workers, constant, generous, and act in accordance with the interests of the entity; what could be verified during the exchange carried out during the investigation period. At first glance, those rascals that usually exist in organizations did not appear.
It was also possible to discover through real data what criteria are taken into account to recruit, select and promote new members. Preparation and professionalism are taken into account as well as personal characteristics regarding behaviors that are unacceptable for the group, which establishes the rules to be followed to be accepted.
Control is not excessive, because there is trust between subordinate superior, it is also unnecessary by the disposition of the group.
The nature of human activity
Here the established distribution of power is based on consensus between leader and followers; Collaboration predominates even when the relationship may be better between subordinates and middle managers.
This is due to the influence of its first leader, with respect to its position vis-à-vis nature and the values it knew how to instill when founding this institution.
The nature of human relationships
Human relationships develop there on the basis of collaterality, group cooperation, consensus, and group well-being.
Regarding business relationships, there are two types of those studied by Schein: Participation and membership because there is a hierarchy but all levels contribute with their information, the initiatives provided by the workers are important and they gladly provide them, the members they are colleagues who fully share the responsibility for carrying out the organization. Decision making is done democratically; proposals are made at the department level and then raised through meetings.
The workers did not have many anecdotes to tell, everything revolved around the times they have been left with a broken car, delaying the transmissions, but no one made insidious comments about another person.
Levels of values
In the process of formation of the culture of Tunas Vision, numerous aspects influenced; When it was founded on December 30, 1999, at the beginning it was a group of 82 collaborators, led by Rafaela Balanza who that day made his dream of creating this telecentre in Las Tunas come true. It was his effort to insist on the direction Her enthusiasm, hard work and the enterprising spirit of her character were values inserted by her from the first moments, and that the rest of the collaborators took as their own.
Identification with what they created together existed from the beginning. So much so, that they worked tirelessly more than 8 hours a day, showing important values such as unconditionality, collectivism and dedication for their work.
From the name of the organization to its identifying colors, the logo including the slogan "We are the image you star in" were the work of this group that started it.
Currently with a new management these values are maintained even there is a greater sense of belonging although more members can always join this delivery; the unity of the group and the demand for professionalism are very strong. Every day the effort to perfect their work in the institution is noticed.
It can be seen through analysis how the entity has evolved with respect to the development stages of a group. First the need for a telecentre in the province, then this need was externalized and projected to higher authorities, little by little willing collaborators appeared to form an aggregate of 82 people. There was total dependence on the leader, his presence was needed, his ideas, his constant and indisputable decisions, it was essential. After added it became a group; the values had been formed as part of his daily actions.
It was the beginning of the formation of the culture of the organization.
Currently the director is another but she has managed to respect the basic assumptions already existing, although she has included character traits she has not imposed, she is very capable and is the leader of the group.
Crisis situations are faced by everyone with unity, they know how to do all the tasks that are carried out there, except the edition that requires specialization. Crises generally cannot be resolved internally and therefore they lead to emotional crises. For this reason, it is vitally important to prepare a crisis manual in future studies to mitigate them as much as possible.
Analyzing the ideas presented above, we can say that the aspects with the greatest impact on the formation of the culture of an organization are given by the leading role of its leaders and the coupling that from the beginning was manifested in its members.
Level of basic assumptions
The collective unites in its actions so that the organization always leads the way, its members are capable of taking on any task, they respect and care for the work of their colleagues, they contribute to solving any problem that a member presents, for them there are no schedules, subordinates come to pose problems to their superiors but lack a greater level of understanding and approach, the relationship may be better; making the telecentre succeed is everyone's commitment, they are demanding of themselves and seek constant improvement. There are honest people but this value has not yet been reached by the collective.
Catalog of values of the Tele Centro Tunas Vision
From the analysis of the results we can conclude that the level of trust that managers have with their subordinates is quite high, however this may be higher; As the level of commitment of each worker to their work increases and the external problems that hit the institution the most are resolved, the mission of the organization will be fulfilled.
You can appreciate the creativity of the workers. As for the moral and material stimulation, a little more can be done in that sense, so that they feel motivated and respected by the group. The strategic decisions of the telecentre are always approved by the workers' assembly, which means that management is not autocratic, but democratic. The charges are not taxes but are approved through the income commission.
After a careful analysis of the organizational culture in the Tunas Vision telecentre, we can state that this is a leading organization in the territory, which represents a reliable example of the cohesion and sense of belonging existing among its workers; Therefore, we previously presented the catalog of values in this organization.
Shared values
Hard work
Availability
Responsibility
Solidarity
Respect for the collective
Creativity
Professionalism
Aspirations
Honesty
Sincerity
Courage
Companionship
Mutual understanding
Conclusions
With the preparation of the catalog of values, it can be seen that the organization under study has a valuable group of workers, who value the work they carry out and feel identified with the organization. The sense of belonging that nourishes the daily work has made it possible for them to share values and the entrepreneurial spirit manifests itself in their daily interaction to solve the difficulties that affect the achievement of their mission in society.
At the same time, knowing Organizational Culture as a fundamental part of internal communication favored the creation of an environment where individuals feel valued as people, as key pieces in achieving the organization's objectives.
Tunas Vision is an organization in which feeling part of it is a pride and a pleasure for its group, it has a leadership that responds to the problems that arise and a leader that responds to the demands of its subordinates. With a group like the one that works there and the values that characterize them, they can undoubtedly reach the achievement of the vision that they have proposed: THE IMAGE OF THEIR PREFERENCE.
recommendations
Begin implementation of actions to maintain the values achieved by the Tunas Vision telecentre. Achieving as your own the aspirations described in the organization's catalog of values should be a top priority in the entity, since the positive influence that recognition of culture exerts for the good performance of institutions is recognizable.
The continuity of similar studies is necessary to evaluate if the objectives of the research were achieved and to continue delving into the culture of this organization, as well as the demonstration of the viability of the elaboration of this instrument for the identification of the organizational culture.
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Annexes
Annex I interview with founders of the telecentre
A protocol preceded the process of the interview cordial greeting, a welcoming environment was chosen that would benefit the interviewee. The questions were elaborated without ambiguity and that favored the communication process. In addition, low workload schedules were used. The interviewer did not limit himself to only asking the previously formulated questions, but conversing without directing them.
Questions:
On what date is the Tunas Vision telecentre founded?
What objectives were pursued with the founding of said entity?
How many people do you currently have and how many do you currently have?
How many shows were aired at the beginning and how many are currently being screened?
How has the telecentre performed since its foundation?
Has it been highlighted in any way?
How many of the founders still remain in the institution?
How do you evaluate interpersonal relationships since its foundation?
Annex II
Workers survey
Companion (a) An investigation is carried out in the Tunas Vision telecentre on Organizational Culture, which will provide useful information to improve the good performance of the organization. We need your sincere collaboration, for your help, thank you.
1.-Years of work in the organization __________
2.-Work (s) that you have carried out in it _____________
3.-Do you feel committed to this organization
Yes_____ No_____ Why? ______________________________
4.-In how many courses have you participated based on their job performance.
One_____ Several______ None_______
5.-What evaluation did you receive the last time this process was carried out
Good_______ Bad_______ Did not receive ________
6.-Mark with an X
________ You are satisfied with the specific work you do.
________ Feels committed to your organization.
________ There is good communication with superiors.
________ Participate in the decisions of the board of directors
________ Communication between the group is adequate.
________The group works to carry out the tasks.
________Work well done is recognized.
________The group is characterized by its solidarity.
________ Trust his immediate bosses.
________Exchanges job concerns with your bosses.
Annex III
Survey of the internal public of the telecentre
Companion (a) An investigation is carried out in the Tunas Vision telecentre on Organizational Culture, which will provide useful information to improve the good performance of the organization. We need your sincere collaboration, for your help, thank you.
1.- How do you consider the telecentre has performed since its foundation?
Good______ Regular ________ Bad_______
2.- What do you understand by shared values in an organization?
________________________________________________________________
3.- Do you think they are important? Yes____ No____
Why? ______________________________
4.- Do you think that the Tunas Vision collective carries within itself many values?
If not______
5.- Point out the values that you consider to be shared with one x, those that you need to achieve with two.
______Laboriosity ________Honesty
______Availability ________Sincerity
______Responsibility ________ Courage
______Solidarity ________ Companionship
______Respect for the collective ________ Mutual understanding
______Professionalism ________Creativity
Annex IV
Survey of managers of the telecentre
A protocol preceded the process of the interview cordial greeting, the location of the address was chosen so that the interviewee felt more comfortable. The questions were elaborated without ambiguity and that favored the communication process. In addition, the schedule established by it was used. The interviewer did not limit himself to only asking the previously formulated questions, but conversing without directing them.
1.- How do you assess the performance of the telecentre since its foundation?
2.- To what factors do you attribute this result?
3.- How do interpersonal relationships between subordinate superior manifest?
4.- Do you think they can be better?
5.- He is pleased to lead this group.
6.- Spaces are opened for exchange with management.
7.- Do you think they are enough?
8.-According to your appreciation, which are the main problems that slow down the fulfillment of the objectives.
9.- What are the approaches that are most repeated in the workers' assemblies?
10.- How are the new workers selected?
11.- You feel satisfied with the results of the group. Why?
