Undoubtedly, the greatest commitment of business organizations is how to achieve competitiveness, derived from the dynamic and change processes that have emerged based on the movement of interdependence and interrelation between countries such as globalization, from which competitiveness guidelines emerge, that companies have to develop in order to have greater business opportunities.
This commitment derives from the great need that micro, small and medium-sized companies have in our environment, to adapt and integrate with the variety of changes and needs within cultural diversity that arise from the ways or forms of bringing carry out actions that support the competitiveness of companies in the information and technology age, using systems, methods, tools, work processes known as management technologies, which are developed effectively and based on the needs of each company and its strategic foundation, will generate business competitiveness.
We can define management technologies as the ability to make decisions in a responsible way, to coordinate the available resources and achieve results, oriented to the needs of clients, this implies considering the interactions mainly between the environment, the strategy, structure, processes, personnel and products and services they wish to obtain, thus achieving strong competitive advantages that distinguish a company from the competition, implies developing and transforming scenarios, within the context of globalization.
Globalization implies talking about competitiveness, changes and transformation, in organizations. Today, change is the only constant that prevails in their environment. How then, will companies have to do to adapt and integrate to the changes that arise from the dynamism, heterogeneity, uncertainty and excessive complexity in which they develop?
Development will be the starting point that commits organizations to transform the competitiveness of the environment or environment with which it has direct interrelation. It is true that in these times of modernity and change, companies to achieve results and be competitive interact in complex and dynamic environments, immersed in the information and technology age, trends that influence the different economic and business processes that drive for companies to develop strategies for innovation and technological development, allowing them to achieve competitiveness in the context of globalization.
It is said easily, however, for the base of the economy of our country, which is made up of micro, small and medium-sized companies, it has not been easy to enter these processes, which mainly require deepening in the strategic bases that base their being and continuous work, through their essential business competencies (products-services), creating flexible and variable structures, consistent internal dynamic processes, to achieve greater response capacity, and thus face challenges and business realities that emerge of the complexity of the environment in which individuals, groups and organizations interrelate.
Therefore, it is very important to take into account the change; since it is essential for business movement and dynamism. One way to create and maintain change is through strategic planning, in which the choices involved in developing a strategy are of utmost importance, since this leads to the decision-making process of an organization, in order to arrive to the forces that contribute to the strategic plan.
Organizational strategy begins with an organization's desire to outperform the market. A strategy is a commitment to undertake a series of actions instead of others and this commitment necessarily describes an allocation of resources and processes that will continue to evaluate the performance of the organization.
Derived from the previous one, we can deduce that competitiveness compels and commits organizations to transform themselves, considering the internal and external factors or elements in the configuration of companies.
The word company comes from the word "undertake" that is, to start something; start a set of activities aimed at a specific and predetermined purpose.
The companies in our environment, to be competitive, urgently need to reconfigure considering information and technology, to innovate processes of change and improvement. In this context, micro, small and medium-sized enterprises have been considerably affected by the extension of competitiveness on a global scale. In these scenarios, maintaining market share is equivalent to permanently increasing efficiency, so that it can respond to customer requirements and the strong action of the competition.
Micro, small and medium-sized companies, in any country, constitute the predominant group, in some cases they exceed 99% of economic units, they contribute significantly to job creation, wealth generation and also satisfy needs in certain markets that are unattractive to large companies. They are also the starting point where great entrepreneurs are formed and the vehicle for the self-development of millions of people.
However, there are few micro, small and medium-sized companies that manage to overcome the challenges of survival, those who undertake the creation of companies, conceive of it without knowing the risks of stability and permanence in the society of organizations. According to Mauricio Lefcovich “Experience shows that 50% of these companies fail during the first year of activity, and not less than 90% within five years. According to, reveal the statistical analyzes, 95% of these failures are attributable to the lack of competition and experience in the management of companies dedicated to the specific activity in question ”.
According to the previous data, their growth is definitely subject or invariably depends on the competitiveness that each one generates, through appropriate models of leadership and management. Applied in the international, national or local market, where companies compete with each other, involved in various production systems, institutional schemes and social organizations, in which the company is an important element, integrated in a network of interrelationships and links with the educational system, the technological infrastructure, the managerial-labor relations, the public and private institutional bodies, the financial system, etc.
The development of adequate management mechanisms allows companies to carry out actions that position them with competitive advantages within the industry or the society of organizations. These actions mean carrying out management processes, which, combined with human talent, infrastructure and relationships, are known as management technologies, which, applied intelligently, will manage the knowledge used, at work within an organization, through methodologies, that allow to carry out planning, execution, evaluation and improvement activities, in a sequential way, generating models to elaborate the actions, in the organizations, seeking to be more professional.
To do this, companies will first need to diagnose their needs, second, analyze the functionality of the technologies and the possibility of combining several of them. Then select the ones you consider appropriate, to finally start building your own management technology, and be competitive.
Management technologies are not new today, we could say that since the industrial revolution, various and different management technologies have been developed, which have benefited companies to be more productive. However, nowadays companies not only need to be productive, but also to achieve their competitiveness, derived from capacity, to systematically maintain comparative advantages that allow them to achieve, sustain and optimize a certain position in the socio-economic environment, until reaching competitive advantages over its competitors. Thus, management technologies will have to be applied or developed with the aim of achieving that capacity, within the required standards, in each context of interest within globalization.
There is a great diversity of management technologies, the following graph shows the twenty-five (25) most currently used worldwide according to the research carried out by Bain & Company.
Information Source: “Management tools and trends 2007”, document prepared by: Darrell Rigby and Barbara Bilodeau from Bain & Company.
The rapid and correct application of these tools in the company plays a very important role in its level of growth and development. That is why the knowledge, use and application of these tools is of utmost importance, to achieve significant business growth and development, and thus keep micro, small and medium-sized companies within the demands of the different markets within the framework of globalization.
The importance of investigating and questioning the issue of management technologies, for the competitiveness of companies, lies in determining which management technologies can be developed with the resources that the company has? And which can be managed by generating alliances that promote competitiveness?
In other words, does the development of management technologies really favor competitiveness? Are the benefits of applying any management technology the same for micro, small and medium-sized companies? What management technologies are those that produce effectiveness, considering the needs of the company? How can management technology be generated that favors competitiveness within the framework of globalization? These are some of the questions that arise and that provoke the search for management technologies that comprehensively develop changes within companies, resulting in their positioning, transforming the environment around them.
So we can conclude that perhaps there is no standardized model that results in the ideal Management Technologies applicable to any company, regardless of size, line of business, nature. etc. it is true that to develop them it is necessary to consider the nature and insufficiencies of each of the companies or organizations, as well as their clients and market, to innovate generating knowledge through human talent, structure, relationships and processes, which generate greater competitiveness, optimizing resources and satisfying needs, oriented to customer requirements and specifications of each of the markets in which the company wishes to compete, through competitive advantages, based on its essential capabilities that distinguish it within the framework of global competitiveness,in the information and technology age.
Obtaining as results that companies progress in their knowledge of the different ways of carrying out interrelation and linking activities within the internal and external management of organizations and the development of human and administrative processes, recognizing not only the nature and various problems, which arise in public and private, for-profit and non-profit organizations, but also a better understanding of the dynamics of their operation and the globalized environment.
BIBLIOGRAPHY
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