Culture and organizational climate as relevant factors in the effectiveness of the ophthalmology institute. The main objective of this work was to highlight the importance of culture and organizational climate as determining factors in the effectiveness of personnel in the health sector, specifically at the Institute of Ophthalmology (INO). For the development of the aforementioned title, the management of the terms used in the institute, the cultural elements that influence the effectiveness of the personnel and the relationship of the identified elements with the development of the dominant culture that should be seen were taken into account. reflected in a motivating, challenging and participative organizational climate. Considering that Organizational Culture is the driver of success in organizations, the concern arose to sow reflection on its importance as a strategic tool that should be considered by the institution,to achieve high levels of productivity and above all to improve the level of quality in the care provided.
Organizational behavior as an instrument for continuous improvement of human resources. In this work the author highlights the conceptualizations of organizational behavior, the foundations of individual behavior; values, attitudes and job satisfaction; the abilities; the basic concepts of motivation, fundamentals of group behavior; and, communication. It highlights organizational behavior as a relevant instrument for the human resources of companies to continuously improve and facilitate the efficiency and effectiveness of business organizations.
Organizational culture for the institutional effectiveness of the state. In this work the author highlights that organizational culture is the set of important values, beliefs and understandings that the members of an organization have in common. Culture offers defined ways of thinking, feeling, and reacting that guide decision-making and other activities of participants in the organization. Successful organizations appear to have strong cultures that attract, retain, and reward people for playing roles and achieving goals. One of the most important roles of senior management is to shape the culture which, with personality, will have a major effect on philosophy and management style. A person's philosophy offers guidelines for behavior. Style refers to the way something is done.Administrative style is the different way an administrator behaves.
The diagnosis of organizational culture. The experience in a company .According to the author of this research, every organization has a culture that distinguishes it, identifies it, and guides its actions and ways of doing things, governs its perceptions and its image of it. Cultural manifestations are in turn categories of analysis through which cultural diagnosis can be carried out. All organizational study, which aims at changes or development, must have an analysis of the situation of the current state of phenomena and the diagnosis of organizational culture does not escape them. Culture can be studied within a consulting process, in a strategic design, or in structure or in any process of change in which it is desired to know certain elements that prevent or favor the For the study of organizational culture it is necessary to measure the essential aspects,but not visible, constituted by the, values, beliefs, basic perceptions, which take shape in the manifestations in the organizations through procedures; organization charts; technology; information; rites; behaviors; habits; behaviors; oral, gestural, written form of expression; weather; speed; group cohesion; motivation; as well as: logo; ways of dressing; buildings; cleaning; organization. Some are easier to measure as well as the instrument to be used for this purpose, not being those that are related to the socio-psychological aspect at the individual and group level.oral, gestural, written form of expression; weather; speed; group cohesion; motivation; as well as: logo; ways of dressing; buildings; cleaning; organization. Some are easier to measure as well as the instrument to be used for this purpose, not being those that are related to the socio-psychological aspect at the individual and group level.oral, gestural, written form of expression; weather; speed; group cohesion; motivation; as well as: logo; ways of dressing; buildings; cleaning; organization. Some are easier to measure as well as the instrument to be used for this purpose, not being those that are related to the socio-psychological aspect at the individual and group level.
PROBLEM STATEMENT
The General Administration Office supports the Senior Management of the Ministry of Production and other bodies of the Ministry for the achievement of institutional objectives. However, this support is not facilitated to its full extent due to the lack of an adequate organizational climate for this agency.
On the other hand, the norms establish that the General Office of Administration is the Organ in charge of the administration of the human, material, economic and financial resources of the entity. These functions are performed because the regulations so require; however, the administration process is not fully carried out and especially in the framework of effective administration due to the lack of an adequate organizational climate among the heads, officials, technicians and assistants.
This dependency also has to do with the formulation and evaluation of the institutional budget; as well as the orientation and supervision of said aspects in the Decentralized Public Organizations and Projects of the sector, according to the norms issued on the matter; In this context, as in the previous cases, negative attitudes have been determined: towards dependency, towards opportunities for promotion that are not given, towards the function or content of jobs, towards ill-intentioned supervision, towards lack of of financial and moral rewards, towards working conditions and towards coworkers, all of which is nothing more than the lack of an adequate organizational climate and acts to the detriment of achieving the sector's goals and objectives.
Professional, technical and auxiliary personnel work in the General Administration Office of the Ministry of Production, who support the administrative processes that take place in each of the departments of the ministry. Said personnel are affected by various factors that affect their work efficiency, some of them are the different leadership styles of the corresponding bosses and also when they start to get used to it, they change positions; Another aspect is the poor use of communication, it does not flow in all the cardinal points of dependency; the high turnover of staff without prior notice; the clash between the entity's values and the individual values; and others. All this generates a discontent that logically affects work environments, developing ambiguous work climates,tense and authoritarian that reduce the efficiency of staff in their activities, without losing sight of the behavior that in common becomes challenging or apathetic to what happens in the agency and in the ministry, directly affecting the quality of the services provided to community.
This is sometimes complicated to critical points, by clashes between appointed and hired staff, causing organizational subcultures to develop.
In addition, the different educational level of many of the workers makes various customs adopted by them very difficult to change, such as, for example, the spread of rumors and gossip, the presence of individualism before teamwork, figuratism, etc.. all of which affects the adequate organizational climate that institutions must have to fulfill their objectives.
PROBLEM FORMULATION
In what way to achieve a good organizational climate; in such a way that it facilitates the labor efficiency of the General Administration Office of the Ministry of Production and contributes to the fulfillment of the institutional goals, objectives and mission?
SYSTEMATIZATION OF THE PROBLEM
- How can the organization of the General Administration Office of the Ministry of Production facilitate the ergonomics at work necessary to have a good organizational climate? How can the best levels of productivity be achieved for the personnel of the General Administration Office of Production? in a way that enables the goals, objectives and mission to be achieved?
THEORETICAL FRAMEWORK
According to Martínez (2006), for the proper functioning of a company, everyone agrees that Human Resources are essential. But little contributes a frustrated employee, or who has resentment against his boss or the company. A study of organizational or work climate allows knowing the state of the company in terms of organizational aspects, work environment, culture, mood, and similar factors that can influence the performance of its staff. It is imperative for the Human Resources department to determine if its policies and strategies are really effective.
Analyzing Escat (2003), we determine that it refers to Forehand and Gilmer (1965), who establishes that the organizational or work climate from the psychosocial point of view is the set of objective characteristics of the organization, lasting and easily measurable, that distinguish one work entity from another. They are styles of management, rules and physiological environment, purposes and processes of consideration. Although individual perception is intervened to a certain extent, the fundamentals are indices of these characteristics.
Interpreting Competitive Venezuela (2004), it is determined that the organizational climate is the set of psychological and social conditions that characterize an organization at a given moment. The elements that the organizational climate includes are: the degree of identification of the personnel with the company and its purposes, the degree of integration of the work teams and the organization as a whole, the characteristics and acceptance of leadership, the levels of conflict and consensus in the organization, the motivation levels of the staff, the attitudes and opinions of the members of the organization on key aspects of the organization.
According to Socorro(2002), we have been protagonists of multiple trends in the management area such as Total Quality, Continuous Improvement, Kaizen, Kyosei, etc. All have brought great changes after its application. Likewise, reengineering, as a tool for change, has also had a lot to say in the long road of organizational improvements. All directed mainly to the process and the results, but is that only what needs to be improved? The entities should begin to be more interested in the study of the work environment, which goes beyond the claims that Fayol once pointed out, since an increase in productivity should not be exclusively sought. That interest in achieving a balance between the tangible and the intangible of work,It has to become a short-term goal and could be known as the TEA Philosophy (Total Enviorement into Administration), which translated into Spanish is understood as Total (Environment) within the Administration, or ATA Philosophy. This philosophy arises from the need to have a tendency or thought that links the human resource with its environment, facilitating its identification with it, results from relating the concept of Nirvana, understood by Buddhists as bliss by the absorption and incorporation of the individual in the divine essence; with what we understand by the organization and its environment, aimed at achieving that the individual is in a state of total equilibrium that allows him to observe his impact on the organization from a broader perspective and deeply related to his expectations.
According to Reyes(2004), the human resources administration includes the planning, organization, integration, direction and control of the personnel. To the extent that the entities plan tactically and strategically, organize these resources structurally and functionally, integrate the different levels of functions that they carry out, direct said resources with adequate policies and establish instruments of supervision, supervision and control; then you will be heading towards work efficiency. Efficiency is a process. Obtaining a professional title is a necessary, but not sufficient, condition for achieving or maintaining a job. Nowadays, entities demand from people, in addition to technical knowledge and skills,a series of social affective capacities that ensure effective and efficient job performance. In this sense, entities must identify the skills of their workers to maintain, change or create good results in job performance
Interpreting Stoner (2000), efficiency is an imported paradigm of economic theory, which has guided the work of organizations and their leaders for decades, from the works of classical economists, Adam Smith and David Ricardo in the mid-eighteenth century. Its essential approach taken to work is the relationship between labor costs and expenses that the entity has to assume and the results obtained (productivity); that is, its expression is the reduction of costs, or minimum costs. It has a forceful logic, it must be produced with the lowest possible labor costs, or in other words, obtain the best results with the same labor costs and expenses.
Interpreting Yoder (2006), work efficiency works within the company, that's where you can work to reduce labor costs; However, you cannot stop looking outside, to adjust strategies and actions so that you can take advantage of opportunities or neutralize threats that arise.
Given this, Druker (2000) says that it is not enough for staff to do things well (efficiency), they have to do them correctly (efficiency).
According to Pereyra (2003), work efficiency emphasizes: the means, doing things correctly, solving problems, saving expenses, fulfilling tasks and obligations, training subordinates, apply a reactive approach. Efficiency (or effectiveness) emphasizes results, doing the right things, achieving goals, creating more values (mainly for the client), providing efficacy (empowerment) to subordinates, applies a proactive approach, that is, instead of react, anticipate.
Analyzing Koontz & O`Donell (2003), saying that continuous process improvement is necessary to be and remain among the most competitive is something already known and of which much has been written and talked about, the important thing is to define the strategies and tactics to carry it out, as well as its form of measurement. As for the strategy to use to allow continuous improvement, we have the kaizen system based on the developments of Toyoda, Ohno, Ishikawa, Taguchi, Singo, and Mizuno among others, and compiled by Masaaki Imai, among which the teachings had a phenomenal scope that American consultants of the renowned Deming and Juran imparted upon them. It is worth asking why kaizen is chosen as the system to apply, to which it is possible to answer, for two fundamental reasons.
Playing Porter(1997), the incorporation of the principles of competitiveness to the development of the functions, activities and operations of the entities, allows it to increase its level of competitiveness, now the effectiveness with which these principles are applied will determine the level of that competitiveness that the entity is reaching, or the level it is at. The term competitiveness is widely used in business, political and socioeconomic circles in general. This is due to the broadening of the frame of reference of our economic agents who have gone from a self-protective attitude to a more open, expansive and proactive approach. Competitiveness affects the way of planning and developing any activity initiative. The comparative advantage of an entity would be in its ability, resources,knowledge and attributes, etc., that said entity has, the same that its competitors lack or that they have to a lesser extent that makes it possible to obtain higher returns than those.
According to Porter (1996), competitiveness is understood as the ability of a public or private organization, profit or not, to systematically maintain comparative advantages that allow it to reach, sustain and improve a certain position in the socioeconomic environment. Competitiveness means a sustainable benefit for the entity. Competitiveness is the result of constant quality improvement and innovation. Competitiveness is strongly related to productivity: To be productive, investments in capital and human resources have to be fully integrated, since they are of equal importance.
According to Chiavenato (2004), to speak of competitiveness is to speak of quality. Even though the quality approach is usually privileged, oriented to the issues of efficiency and optimization of resources, it is necessary to consider that based on the analysis of other experiences, quality offers other alternatives to promote transparency, continuous improvement and competitiveness of public entities.
CONCEPTUAL FRAMEWORK
GENERAL OFFICE OF ADMINISTRATION OF THE MINISTRY OF PRODUCTION
The General Administration Office supports the Senior Management and other bodies of the Ministry for the achievement of institutional objectives. It is the Organ in charge of the administration of the human, material, economic and financial resources of the entity, as well as the formulation and evaluation of the institutional budget; as well as the orientation and supervision of said aspects in the Decentralized Public Organizations and Projects of the sector, according to the norms issued on the matter.
The functions of the General Administration Office are:
- Propose and ensure compliance with the rules and procedures related to administrative and budgetary matters under its responsibility; Perform prior and concurrent control in the actions of its competence, in compliance with the rules of the National Control System; Consolidate monthly in the Scope of the Financial Statements, in compliance with current legal provisions; Plan, organize, direct and control the administration of personnel, as well as propose and coordinate social welfare actions; -Address the requirements of acquisition and / or contracting of goods and services, formulated by the organic units of the Ministry, complying with the State Contracting and Acquisition Law;Inform the corresponding organs and agencies in a timely manner about the economic and financial situation of the Bidding Document; Issue Board Resolutions on matters within its competence; Manage the registry and file of the resolutions it issues; Conduct the process of programming, formulation and evaluation of the institutional budget and of the Sector; Conduct, supervise and control the documentary process and General Archive of the Ministry; Exercise the powers provided for in the Law of Coercive Execution; and l) The others assigned by the General Secretariat.supervise and control the documentary procedure and General Archive of the Ministry, exercise the powers provided for in the Law of Coercive Execution; and l) The others assigned by the General Secretariat.supervise and control the documentary procedure and General Archive of the Ministry, exercise the powers provided for in the Law of Coercive Execution; and l) The others assigned by the General Secretariat.
The General Office of Administration is in charge of a Director General who reports to the General Secretariat and is a position of trust.
The Director of the General Administration Office in his absence is replaced by the official designated by the General Secretariat on his proposal.
The General Administration Office has the following bodies:
- Office of Human Resources Office of Programming and Public Budget Financial Office Office of Logistics Office of Coercive Execution Office of Document Processing
ORGANIZATIONAL CLIMATE
PROPERTIES OF THE ORGANIZATIONAL CLIMATE
The characteristics of the organizational system generate a certain Organizational Climate. This affects the motivations of the members of the organization and their corresponding behavior. This behavior obviously has a great variety of consequences for the organization, such as productivity, satisfaction, rotation, adaptation, etc.
Litwin and Stinger, cited by Martínez, postulate the existence of nine dimensions that would explain the existing climate in a given company. Each of these dimensions is related to certain properties of the organization, such as:
Structure:
It represents the perception that the members of the organization have about the number of rules, procedures, procedures and other limitations that they face in the development of their work. The extent to which the organization emphasizes bureaucracy, versus the emphasis placed on a free, informal, and unstructured work environment.
Responsibility (empowerment):
It is the feeling of the members of the organization about their autonomy in making decisions related to their work. It is the extent to which the supervision they receive is general and not narrow, that is, the feeling of being their own boss and not having double checks at work.
Reward:
Corresponds to members' perception of the adequacy of the reward received for a job well done. It is the extent to which the organization uses the reward more than the punishment.
Challenge:
It corresponds to the feeling that the members of the organization have about the challenges that the work imposes. It is the extent to which the organization promotes the acceptance of calculated risks in order to achieve the proposed objectives.
Relations:
It is the perception by the members of the company about the existence of a pleasant work environment and good social relations both among peers and between bosses and subordinates.
Cooperation:
It is the feeling of the members of the company about the existence of a spirit of help from the managers and other employees of the group. The emphasis is on mutual support, both from higher and lower levels.
Standards:
It is the members' perception of the emphasis organizations place on performance standards.
Conflicts:
It is the feeling of the degree to which members of the organization, both peers and superiors, accept dissenting opinions and are not afraid to face and solve problems as soon as they arise.
Identity:
It is the feeling of belonging to the organization and that it is an important and valuable element within the work group. In general, it is the feeling of sharing personal goals with those of the organization.
Knowledge of the Organizational Climate provides feedback about the processes that determine organizational behaviors, also allowing planned changes to be made, both in the members' attitudes and behaviors, in the organizational structure or in one or more of the subsystems that comprise it..
The importance of this information is based on the verification that the Organizational Climate influences the manifest behavior of the members, through stabilized perceptions that filter reality and condition levels of work motivation and professional performance, among others.
DIMENSIONS OF THE ORGANIZATIONAL CLIMATE:
The Organizational Climate, according to Martínez (2006) can be measured by means of the following dimensions:
Attitudes towards the company and company management
Attitudes towards promotion opportunities
Attitudes towards job content
Attitudes towards supervision
Attitudes towards financial rewards
Attitudes towards working conditions
Attitudes towards coworkers
IMPORTANCE OF THE ORGANIZATIONAL CLIMATE:
Talking about climate in administration, says Martínez (2006) not only implies a greater wealth in organizational studies by adopting the knowledge and methodologies of other disciplines such as sociology, anthropology and psychology, nor the mere positivist analysis of variables, in the search to increase productivity and quality; the question goes further, it involves reformulating the series of ideas that have governed the organizational paradigms and that turn out to be, most of the time, homogenizing, universalistic and linear. Without a doubt, when making the best use of this reformulation for organizational development, we will be talking not only about a substantial improvement in the entity, but also in society.
PLAN FOR CONTINUOUS IMPROVEMENT OF THE ORGANIZATIONAL CLIMATE:
This plan will start with an Organizational Diagnosis.
It will continue establishing the objectives and actions to specify the organization and direction of a good organizational climate.
For the purposes of this plan, the active and dynamic participation of all the staff of the Administration Office of the Ministry of Production is necessary.
HUMAN RESOURCES MANAGEMENT
According to Reyes (2004), the human resources administration includes the planning, organization, integration, direction and control of personnel material.
Interpreting Chiavenato (1994), human resources management includes the interaction between people and organizations, the definition of human resources policies and objectives, performance evaluation, human resource development, and organizational development.
AUDIT OF HUMAN RESOURCES
Analyzing Chiavenato (2004), the human resources audit can be defined as the analysis of an entity's personnel policies and practices and the evaluation of its current operation, followed by suggestions for improvement.
The main purpose of the human resources audit is to show how the program is working, locating practices and conditions that are harmful to the company or that are not justifying its cost, or practices and conditions that must be increased.
The audit is a review and control system to inform management about the efficiency and effectiveness of the program being carried out.
WORK ERGONOMICS
Ergonomics is the field of multidisciplinary knowledge that studies the characteristics, needs, capacities and abilities of human beings, analyzing those aspects that affect the design of products or production processes. In all applications, their objective is common: it is about adapting products, tasks, tools, spaces and the environment in general to the capacity and needs of people, so as to improve the efficiency, safety and well-being of consumers, users or workers.
Traditionally, ergonomics deals with interaction: man / job, but that is only part of it, through job analysis, because Environmental Psychology is responsible for the work environment and Organizational Psychology for organizations.
All ergonomic design is subject to the objectives of the organization, production, profitability, innovation, quality, etc. at service.
Interpreting the University of California, Los Angeles, Labor Occupational Safety and Health (LOSH). Program, May 2004, we can indicate that ergonomics is the process of adapting work to the worker. Ergonomics is responsible for designing machines, tools, and the way jobs are performed, to keep work pressure on the body to a minimum level. Ergonomics emphasizes how work is carried out, that is, what body movements workers make and what postures they maintain when performing their tasks. Ergonomics also focuses on the tools and equipment that workers use, and the effect these have on the well-being and health of workers.
ERGONOMIC PROBLEMS:
There are six characteristics known as risk factors:
- REPEAT: It is when the worker is constantly using only one group of muscles and has to repeat the same function all day. EXCESSIVE FORCE: This is when workers have to use a lot of force continuously, for example when lifting, pushing or pulling. UNCOMFORTABLE POSITIONS: It is when the work forces the worker to keep a part of the body in an uncomfortable position. MECHANICAL TENSION: It is when the worker has to hit or push a hard surface of the machinery or tool constantly. TOOLS This is when the worker must frequently use VIBRATORS: vibrating tools, especially in cold work environments. TEMPERATURE: When workers have to carry out their work in places that are too hot or cold.
WORK HEALTH
In the field of occupational risk prevention, occupational health is understood as the basic concept that arises in the conflict that occurs between working conditions and worker health, with the aim of achieving the maximum physical, mental and social well-being of this latest.
Our country has the dubious honor of occupying, head positions in terms of people killed in an accident at work, those "legal murders" shrouded with the morphine euphemism of workplace accidents. More than 1000 deaths in nearly two million accidents every year (more than half, with sick leave). On the contrary, we occupy the queue positions in the legislation that establishes the reduced catalog of occupational diseases. The non-recognition of many ailments as an occupational disease means that multiple damages to health caused by working conditions remain masked as a common disease, with the payment of treatments falling on the worker.
In the administrative sector, damage to health is not counted in deaths. Developed in a slow way, many of them are not diseases established as "professionals" (those where a relationship with the work performed is recognized), therefore, no preventive measures are adopted.
We must realize that when we work we put our workforce at stake but not our health. We must demand the right to a safe and risk-free job, and as part of it reject all kinds of job insecurity.
LABOR PRODUCTIVITY
According to Martínez de Ita (2006), productivity is a concept that has been present in the analysis of many economists and that has been developed historically. Thus, for Sumanth the first time this concept was referred to was in 1766 in the work of Quesnay, French economist, pioneer of economic thought, who stated that "the fundamental rule of conduct is to achieve the greatest satisfaction with the least expense or fatigue ”. This approach is directly related to utilitarianism and it contains the antecedents that point to productivity and competitiveness.
In Adam Smith, the concepts of productivity and competitiveness are found when he analyzes the causes and repercussions of the division of labor, the characteristics of the workers, and technological development and innovation. In this regard, in the first book of The Wealth of Nations, he points out that the division of labor is the most important cause of progress in the productive faculties of work, so that the aptitude, skill and good sense with which it is carried out, is a consequence of the division of labor.
For Adam Smith, the advantages of the division of labor are based on the skill of the workers, the saving of time due to the fact that one does not have to change activities and the invention of machinery that facilitates and shortens work.
For his part, David Ricardo, who proposed the theory of value, absolute advantages and comparative advantages, related productivity to the competitiveness of countries in the international market and incorporated the idea of diminishing returns in the use of factors.
In another line of economic thought, Karl Marx also referred to the concept of productivity4. In "Capital", Marx develops it theoretically and empirically for both the agricultural and industrial sectors, particularly the textile activity, unlike the classics that analyze it with a greater emphasis on agriculture. Furthermore, it differentiates the idea of productivity from that of work intensity.
Thus, Marx defines labor productivity as an increase in production from the development of the productive capacity of labor without changing the use of labor power, while the intensity of labor is an increase in production at starting from increasing the effective time of work (reducing dead times and / or increasing the working day).
An important element in Marx's concept of productivity is that it incorporates in its definition, in addition to the characteristics (skills) of workers, the characteristics of science and technology incorporated in the production process.
At the end of the 19th century, different authors explored the concept of productivity in theoretical terms and carried out measurement work at the national level, in the manufacturing industry and in the
service sector. However, it is in this century when a significant number of economists theoretically and methodologically develop the concept of productivity, as well as carry out measurement exercises, quantitatively and qualitatively increasing research in the area. These works analyze the impact that productivity has on economic growth, on the competitiveness of countries (in international terms) and companies, and on the standard of living of workers.
WORK EFFICIENCY
It is the relationship between costs and benefits focused on finding the best way to do or execute tasks (methods), so that human resources are used in the most rational way possible.
characteristics
- Efficiency seeks to use the most adequate and properly planned and organized means, methods and procedures to ensure optimal use of available resources. Efficiency is not concerned with ends but with means.
Efficiency can be measured by the amount of resources used in making a product. Efficiency increases as costs and resources used decrease.
It is related to the use of resources to obtain a good or objective.
Entities that pursue Social Objectives
The organization whose products or results are intangible have some difficulty in measuring efficiency from a social point of view. This makes it difficult for society to establish and reflect the acceptability of the product. So the signals that indicate if the targets are unacceptable are taken less effective and perhaps take longer to appear.
JUSTIFICATION AND IMPORTANCE OF WORK
JUSTIFICATION OF WORK
THEORETICAL JUSTIFICATION
Organizational Climate is a topic of great importance today for almost all organizations, which seek continuous improvement of the environment of their organization, in order to achieve an increase in productivity, without losing sight of human resources.
The environment where a person carries out his work daily, the treatment that a boss can have with his subordinates, the relationship between the entity's staff and even the relationship with suppliers and users, all these elements are shaping what we call Organizational Climate, this it can be a link or an obstacle to the good performance of the organization as a whole or of certain people who are inside or outside it, it can be a factor of distinction and influence on the behavior of those who comprise it. In short, it is the personal expression of the perception that workers and managers are formed of the organization to which they belong and that directly affects the performance of the organization.
Since this topic aroused the interest of scholars in the field of Organizational Behavior and administration, it has been called in different ways: Environment, Atmosphere, Organizational Climate, etc. However, only in recent decades have efforts been made to explain its nature and attempt to measure it. Of all the approaches to the concept of Organizational Climate, the one that has proven most useful is the one that sees as a fundamental element the perceptions that the worker has of the structures and processes that occur in a work environment. This last definition belongs to a person who has dedicated his professional life to research this topic, Alexis Goncalves. An opposite sense is given by Stephen Robbins that definesthe environment or Organizational Climate as an environment made up of institutions and external forces that can influence its performance.
METHODOLOGICAL JUSTIFICATION
The investigation starts from the existing problem in the organizational climate of the General Administration Office of the Ministry of Production. On this situation, he presents theoretical approaches and experiences on the subject, with the purpose of solving said problem.
This work will describe the integral operation of the General Administration Office of the Ministry of Production; Then it will explain how the organizational climate can become a relevant factor in the labor efficiency of the staff of the aforementioned unit.
PRACTICAL JUSTIFICATION
A good organizational climate will have positive consequences for the operation of the General Administration Office of the Ministry of Production. Among the positive consequences, we can name the following: achievement, affiliation, power, productivity, low turnover, satisfaction, adaptation, innovation, etc. In short, a good organizational climate will be decisive in the form that the General Office of Administration will take, in the decisions that are carried out within it or in how relations become inside and outside dependency. It is totally useful for dependency, for the sector and for the country.
IMPORTANCE OF WORK
The Organizational Climate will have an important relationship in determining the organizational culture of the General Administration Office of the Ministry of Production, understanding as Organizational Culture, the general pattern of behaviors, beliefs and values shared by the members of the public agency. This culture is largely determined by the members that make up the organization, here the Organizational Climate has a direct impact, since the members' perceptions of their organization determine the beliefs, "myths", behaviors and values that form the culture of the organization. The perceptions and responses that span the Organizational Climate stem from a wide variety of factors. Some encompass leadership factors and management practices (types of supervision: authoritative,participatory, etc.). Other factors are related to the formal system and the structure of the organization (communications system, dependency relationships, promotions, remuneration, etc.). Others are the consequences of behavior at work (incentive systems, social support, interaction with other members, etc.).
The promotion of a good organizational climate will have an impact on the efficiency, effectiveness, economy, continuous improvement and competitiveness of the General Administration Office of the Ministry of Production, which will affect the users of the services in this Sector.
OBJECTIVES
The purposes of this research are the following:
OVERALL OBJECTIVE
Formulate a plan to organize and direct the organizational climate of the General Administration Office of the Ministry of Production, in order to achieve the labor efficiency that this unit needs to facilitate the fulfillment of the institutional goals, objectives and mission.
SPECIFIC OBJECTIVES
- Formulate a model of planning, organization and management of the organizational climate of the General Administration Office of the Ministry of Production, which facilitates work ergonomics, that is, the best way of working for the sector. Identify and properly combine the properties and dimensions of the organizational climate, so that it contributes to achieving the best levels of productivity of the General Administration Office of the Ministry of Production.
HYPOTHESIS FORMULATION
The hypotheses are the answers formulated a priori in relation to the institutional problem. In this regard, we have the following hypotheses:
MAIN HYPOTHESIS
The labor efficiency of the General Administration Office will be feasible to achieve it by planning, organizing and managing a good organizational climate; which will facilitate the achievement of institutional goals, objectives and mission.
SPECIFIC HYPOTHESES
- The planning, organization and management of the organizational climate will provide the necessary ergonomics for the efficiency of the General Administration Office of the Ministry of Production. The best productivity levels of the General Administration Office of the Ministry of Production can be achieve by applying the properties and dimensions of the organizational climate, which will facilitate the achievement of the sector's goals, objectives and mission.
VARIABLES AND INDICATORS
METHODOLOGY
KIND OF INVESTIGATION:
This research work will be of the basic or pure type, since all aspects are theorized, although its scope will be practical to the extent that they are applied by the General Administration Office of the Ministry of Production.
INVESTIGATION LEVEL
The research to be carried out will be at the descriptive-explanatory level, since the problems experienced by the General Administration Office of the Ministry of Production will be described and the way in which a good organizational climate can facilitate labor efficiency will be explained. And therefore the achievement of the actions, objectives, policies and institutional mission.
INVESTIGATION METHODS
The following methods will be used in this investigation:
- Descriptive.- Because the entire theoretical framework of the organizational climate will be specified in order to apply it in the General Administration Office of the Ministry of Production and obtain the labor efficiency of the personnel. Inductive.- To infer the information of the sample in the population and determine the conclusions that the investigation merits. Information on the organizational climate will be inferred in its continuous improvement to obtain the labor efficiency of the human resources of the General Administration Office.
DESIGN OF THE INVESTIGATION
In this research work, firstly, the problems have been identified, on the basis of which the corresponding solutions have been proposed through the hypotheses, as well as the objectives pursued by the research; establishing in this way a direct interrelation between these three methodological elements based on the research variables.
Then the theoretical approach will be developed and the results of the investigation will be obtained, the specific objectives will be contrasted, which will allow contrasting and verifying the general objective of the investigation. The specific objectives verified and verified will be the basis for the formulation of the partial conclusions; the same that will constitute the partial results of the investigation and therefore will be the basis for issuing the general conclusion of the work.
Then an interrelation will be established between the contrasted general objective and verified with the general result represented by the general conclusion; the one that will be contrasted with the main hypothesis of the investigation, coming to confirm it or not as valid on the basis of the development of the theoretical approaches, the interviews and surveys that will be carried out.
POPULATION OF THE INVESTIGATION
The population will be made up of all the personnel of the central headquarters of the Ministry of Production, located in Lima-Peru. This equates to an average of 600 people among managers, professionals, technicians and assistants.
INVESTIGATION SAMPLE
The sample will be made up of bosses, professionals, technicians and assistants from the General Administration Office of the Ministry of Production, as well as teaching staff from the Masters of Administration and consulting companies in organizational climate. In total 100 people selected in the framework of non-probability sampling, due to the technical nature of the subject to be investigated.
COMPOSITION OF THE INVESTIGATION SAMPLE
|
COMPONENTS |
INTERVIEW |
POLL |
TOTAL |
| Heads of Offices | 10 | 00 | 10 |
| Professional staff | 00 | 40 | 40 |
| Technical staff | 00 | twenty | twenty |
| Auxiliary staff | 00 | twenty | twenty |
| Master's teaching staff | 05 | 00 | 05 |
| Consulting companies staff | 05 | 00 | 05 |
| TOTAL | twenty | 80 | 100 |
Source: self made.
DATA COLLECTION TECHNIQUES
The techniques that will be used in the investigation will be the following:
- Interviews.- This technique will be applied to the Heads of the Offices, to the Teachers of the Master of Administration and to the personnel representing the consulting companies in organizational climate, in order to gather information about the research. Surveys.- It will be applied to professional, technical and auxiliary workers who work in the Offices of Human Resources, Accounting, Treasury, Logistics and others, in order to collect information on the investigation. Documentary analysis.- This technique will be used to analyze the norms, bibliographic information and other aspects related to the investigation.
DATA COLLECTION INSTRUMENTS
The instruments that will be used in the investigation are the following:
- Interview guide.- This instrument will serve as a roadmap for the development of the interview. Survey questionnaire.- This instrument will be applied to carry out the survey. Documentary analysis guide.- This instrument will be useful to write down the information of standards, books, magazines, Internet and other sources.
ANALYSIS TECHNIQUES
The following techniques will be applied:
- Documentary analysis. - This technique will allow knowing, understanding, analyzing and interpreting each one of the norms, magazines, texts, books, Internet articles and other documentary sources. Inquiry.- This technique will facilitate the availability of qualitative and quantitative data of a certain level of reasonableness. Data reconciliation.- The data of some authors will be reconciled with other sources, so that they are taken into account. Tabulation of tables with quantities and percentages.- The quantitative information will be ordered in tables that indicate concepts, quantities, percentages and other useful details for the investigation. Graphics understanding.- The graphics will be used to present information and to understand the evolution of the information between periods, between elements and other aspects. Others.- the use of instruments, techniques, methods and other elements is not limiting, it is merely referential; therefore to the extent that other types were necessary.
DATA PROCESSING TECHNIQUES
The following data processing techniques will be applied:
- Ordering and classification. - This technique will be applied to treat qualitative and quantitative information in an orderly manner, in order to interpret it and make the most of it. Manual registration.- This technique will be applied to enter the information from the different sources. Computerized process with Excel.- To determine various mathematical and statistical calculations useful for research. Computerized process with SPSS.- To enter, process and analyze company data and determine average, association, differentiation, correlation, regression indicators, etc.
TENTATIVE SCHEME OF THE THESIS
Title of the project
Author's name
Famous words
Dedication
Gratitude
Summary
Abstract
Introduction
Chapter I: Methodological Approach
Bibliographic Background
Problem Statement
Justification importance
goals
Hypothesis
Methodology
Chapter II: Theoretical Approach
General Administration Office of the Ministry of Production
- Organization Human Resources
Organizational climate
- Planning, organization and management Properties and dimensions
Labor efficiency
- Work ergonomics Work productivity
Chapter III: Results
Presentation, analysis and results of the survey carried out
Verification of objectives
Hypothesis testing
Conclusions and recommendations
Bibliography
Annexes
Thesis presented by Álvarez Valverde, Shirley from the Universidad Nacional Mayor de San Marcos de Lima _ Peru. 2001, to choose the degree of Master in Administration. www.unsm.edu.pe
Thesis presented by Rodríguez Latinez, Arnulfo of the Universidad Católica de Chile. Santiago, Chile. 2005, to choose the Master's Degree in Administration. Www.puc.cl
Thesis presented by Palomino Pandero, Pearl of the National Autonomous University of Mexico. Mexico. 2004, to choose the Master's Degree in Administration. www.unam.mx
Thesis presented by Teresa Cruz Cordero. University of Havana _ Cuba. 2005, to choose the Degree of Doctor of Administration. www.uh.cu
Martínez Luis (2006) Organizational Climate. Mexico. National Autonomous University of Mexico.
Escat Cortés, María (2003) Workplace Climate. Madrid. Complutense University of Madrid
Competitive Venezuela (2004) Organizational Climate. Caracas. Competitive Venezuela NGO.
Socorro, Félix (2002) The TEA Philosophy: Improving the work environment. Barcelona-Venezuela. Gran Mariscal de Ayacucho University.
Reyes Ponce Agustín (2004) Personnel Administration. Mexico. LIMUSA Editorial.
Stoner, Freeman Gilbert (2000) Administration. Mexico. Compañía Editorial Continental SA. de CV.
Yoder, Dale (2006) Personnel Management and Industrial Relations. Mexico. LIMUSA Editorial.
Druker Peter (2000) Management in Hard Times. Mexico. Compañía Editorial Continental SA. de CV.
Pereyra Angélica (2003) Lick attention without breaking the weather. Buenos Aires. AP Consultants.
Koontz, Harold & O`Donnell, Cyril (2003) Modern Administration Course-An analysis of systems and contingencies of administrative functions. Mexico. Lithographic Ingramex SA.
Porter Michael E. (1997) Competitive Strategy. Mexico. Compañía Editorial Continental, SA. de CV.
Porter Michael E. (1996) competitive advantage. Mexico. Compañía editorial Continental, SA de CV.
Chiavenato Idalberto (2004) Human Resources Administration. Mexico. Mc Graw Hill.
Martínez Luís (2006) Organizational Climate. Mexico. National Autonomous University of Mexico.
Martínez Luis (2006) Organizational Climate. Mexico. National Autonomous University of Mexico.
Martínez Luis (2006) Organizational Climate. Mexico. National Autonomous University of Mexico
Reyes Ponce Agustín (2004) Personnel Administration. Mexico. LIMUSA Editorial.
Chiavenato Idalberto (2004) Human Resources Administration. Bogotá. Editorial Presencia Ltda..
Chiavenato Idalberto (2004) Human Resources Administration. Bogotá. Editorial Presencia Ltda..
www.solomantenimiento.com/diccionario-riesgos-laborales.htm
Martínez de Ita María Eugenia (2006) The concept of productivity in economic analysis. Madrid. Complutense University.
SCHEDULE
|
ACTIVITIES |
JAN |
FEB |
SEA |
APR |
MAY |
JUN |
JUL |
| THESIS PLAN: | |||||||
| COLLECTION OF
DATA |
X |
||||||
|
FORMULATION |
X |
||||||
|
PRESENTATION |
X |
||||||
|
APPROVAL |
X |
||||||
| THESIS: | |||||||
| RECOPILATION OF
DATA |
X |
X |
X |
X |
X |
||
| ORGANIZATION OF
INFORMATION |
X |
X |
|||||
| PROCESS OF
INFORMATION |
X |
||||||
| DRAFTING OF
THESIS |
X |
||||||
|
PRESENTATION |
X |
||||||
|
LIFT |
X |
||||||
|
APPROVAL |
X |
BUDGET
| ITEMS | QTY | UNIT |
UNIT PRICE . |
TOTAL SUB |
TOTAL
ITEM |
| I. ASSETS: | 1,720.00 | ||||
| GOODS | two | THOUSAND | 25 | 50.00 | |
| PENCILS | 5 | DOZENS | 10 | 50.00 | |
| COMPUTER INK | 10 | UNITS | 30 | 300.00 | |
| FLOPPY | 3 | DOZEN | twenty | 60.00 | |
| CD | one | DOZEN | 60 | 60.00 | |
| OTHER ASSETS | 1, 200.00 | ||||
| II. SERVICES | 4,480.00 | ||||
| SPECIALIZED ADVICE | 2,500.00 | ||||
| SECRETARIAL SUPPORT | 500.00 | ||||
| MOBILITY | 300.00 | ||||
| VIATICAL | 500.00 | ||||
| TELEPHONE | 200.00 | ||||
| IMPRESSIONS | 180.00 | ||||
| PHOTOCOPY | 100.00 | ||||
| VARIOUS | 200.00 | ||||
| TOTAL | 6,200.00 | ||||
BIBLIOGRAPHIC REFERENCES
- Chiavenato Idalberto (1998) Introduction to the General Theory of Administration. Mexico. Mc Graw Hill. Chiavenato Idalberto (2004) Human Resources Administration. Mexico. Mc Graw Hill.Drucker Peter F. (2004) Management in the Future Society. Bogotá. Norma Editorial Group. Escat Cortés María (2004) How to act to improve the climate. Madrid. Complutense University of Madrid.Escat Cortés María (2003) Workplace Climate. Madrid. Complutense University of Madrid.Gómez Bravo, Luis (2006) Continuous Improvement. Havana. University of Havana - Cuba.Johnson, Gerry & Scholes, Kevan (1999) Strategic Management: Analysis of the Strategy of Organizations. Barcelona, Spain. Closas Orcoyen SLKoontz, Harold / O´Donnell, Cyril (2003) Modern Administration Course-An Analysis of Systems and Contingencies of Administrative Functions. Mexico. Lithographic Ingramex SA López Mas, Julio (2006) Work motivation and Human Resources Management in Frederick Herzberg's Theory. Mexico. Editorial LIMUSA.Martínez Luis (2006) Organizational Climate. Mexico. National Autonomous University of Mexico.Martínez de Ita María Eugenia (2006) The concept of productivity in economic analysis. Madrid. Complutense University, Palomino Mariselli. Rogger Augusto (2005) Human Resources Topics: Organizational Climate.Buenos Aires. Universidad Nacional de la Plata.Pereyra Angélica (2003) Draw attention without breaking the weather. Buenos Aires. AP Consultants. Porter, Michael E. (1996) Competitive Advantage. Mexico. Compañía Editorial Continental SA. De CV.Porter, Michael E. (1996) Competitive Strategy. Mexico. Compañía Editorial Continental SA. De CV. Reyes Ponce, Agustín (2004) Personnel Administration. Mexico. Editorial LIMUSA.Socorro, Félix (2002) The TEA Philosophy : Improving the work environment. Barcelona-Venezuela. Universidad Gran Mariscal de Ayacucho.Stoner, Freeman Gilbert (2000) Administration . Mexico. Compañía Editorial Continental SA. From CV Terry George (1990) Principles of Management. Mexico. Compañía Editorial Continental SA. De CV.Yoder, Dale (2006) Personnel Management and Industrial Relations. Mexico. Editorial LIMUSA.Venezuela Competitiva (2004) Organizational climate. Caracas. Competitive Venezuela NGO.
