The main objective of this article is to analyze the importance of the organizational climate in municipal university management. The exploration of the organizational climate is specified through one of its essential elements such as communication. They will expect to know and solve problems that may affect the performance of the group of workers, which contributes to the development of negative attitudes that can influence the achievement of the objectives set by the organization in their daily lives.
In the development of this study, a survey was carried out to measure the level of communication, which allowed us to collect information about the perceptions of the coordinators of the Training Programs regarding the subject, which is considered a factor of great importance to diagnose the organizational climate. According to the results obtained, it was shown that: There is little communication between the team of teachers, considering in turn that the majority believes that communication is a determining factor in the organization. All these observations allowed us to make recommendations to improve the organizational climate of this educational institution.
Introduction
University Education institutions are complex social organizations that function according to certain goals or programs and obtain results that mean interaction with the environment. The university management in Venezuela has been affected by a set of internal and external variables that require great changes, producing in these organizations to make improvement efforts towards the achievement of their objectives and currently with the relationship of the University with its environment and its impact on the social.
It is important to point out that there are multiple factors that influence the work environment of any University Education institution, these become key issues to achieve its efficiency in each and every one of the processes inherent to university management; However, it should be noted that the atmosphere of these organizations depends on the perceptions of the personnel involved.
La autora de la investigación considera que el clima organizacional es un tema de gran importancia; debido a lo cambiante del proceso histórico e inédito que vive hoy día la República Bolivariana de Venezuela ya que constantemente se está buscando el mejoramiento del ambiente laboral para así lograr los objetivos propuestos. La medición del clima organizacional permite modificar las condiciones de aquellos elementos que son determinantes en el establecimiento del clima laboral logrando una mejoría de las funciones de la institución.
The organizational climate of a University born within the Revolution involves certain factors such as: communication, job satisfaction and motivation. An investigation was carried out related to the factors that influence the organizational climate of the Bolivarian University of Venezuela in the state of Merida, allowing to propose recommendations that allow improving the activities of the organization in favor of the communities, achievers and society in general.
Theoretical Considerations of the Research:
The organizational climate The organizational climate is characterized by the set of factors that occur in a work environment using as a fundamental element the perceptions that the worker has of the structures and processes that occur in a work environment. In the words of Edel (2007) it is a very complex task, so it would take a long time to try to understand all the factors that determine it. To avoid this complexity, it is necessary to specify the variables of greatest interest. These variables are related to organizational structure and processes.
Méndez Álvarez (2006) presents a suggestive and complete definition of climate:
"The proper environment of the organization, produced and perceived by the individual according to the conditions found in their process of social interaction and in the organizational structure that is expressed by variables (objectives, motivation, leadership, control, decision making, interpersonal relationships (,) cooperation) that guide their belief, perception, degree of participation and attitude determining their behavior, satisfaction and level of efficiency at work ”(Quoted by Author: Orbegoso A. 2008).
Chiavenato (2002), refers to the organizational climate as “the quality of the organization's environment that is perceived or experienced by its members and that ostensibly influences their behavior. The organizational climate involves a broad and flexible picture of the influence of the environment on motivation. (Quoted by Corcega A. and Subero L. 2009).
It can be said, then, that the organizational climate refers to the characteristics of the environment in which the members of an organization work, we can speak of that physical space as of the social relations between the collective or work team, which It can vary according to the situation that is presented in the different types of organizations and in the case that concerns us in a university organization. The organizational climate will be considered adequate when the staff feels satisfaction, enjoys the work they carry out and considers their organization favorable, if this occurs then conflicts are scarce, and there is an optimal framework for the development of work. In this order of ideas, communication plays a fundamental role because it will allow us to maintain frank relationships,sincere and concrete.
Organizational Communication:
Communication is one of the most important aspects of the individual form of social being, and through its study it is possible to find the link between the social and the individual in the human relations that man establishes with the Surrounding world. As the years progress, its significance has increased, the motivational life of the human being revolves around it.
Communication, therefore, is the realization of a whole system of human relations at different levels. "It is a way of realizing a whole system of social relations that takes place through direct and indirect contacts of personalities and groups in the process of their social activity." (Collective of authors, 1987, page 172)
According to Chiavenato (2002), communication “implies transfer of information and meaning from one person to another; it is the way of relating to other people through data, ideas, thoughts and values ”, Quoted by Castrejon L. and others (2006).
Organizational communication according to McPhee (1985) consists of the "… planning, coordination, implementation, control and evaluation of all those strategies, policies and actions of the organization, aimed at achieving maximum collaboration from different audiences (both internal and external) with the objective of achieving the achievement of their goals ”; The communication that is formed and that shapes the task processes and the formal structure in the organization. Communication also implies an exchange of information and the transmission of meaningful messages within the framework of the organization.
Communication is aimed at achieving the magnitude of functioning as a fundamental mechanism for the internalization of knowledge, the incorporation of skills, the improvement of companies and the strengthening of organizational culture. Poole, Putnam, and Seibold (1997).
The relationships between the members of an organization constitute a communication process, through which information is emitted and obtained, role models are transmitted, and thought methodologies are taught. At the same time, good communication allows knowing the needs of all those who make up an organization, allowing to build, transmit, consolidate and preserve a clear shared vision, its values, mission and objectives. As a consequence of the above, it can be pointed out that communication is inherent in the human being, which is why it is of vital importance in all work relationships.
Importance of Communication in Organizations: According to Corcega A. and Subero L. (2009). Organizational communication occurs between the members of the organization; where the channels used, the content and the intended objectives, have to do with the institution.
Ayón (2006) points out that “communication in an organization is of great importance, since thanks to this teamwork is more efficient, it helps to have a harmonious work environment where misunderstandings decrease and better results are achieved within the different areas. Consequently, there is high productivity in them, which is summarized in a strong, solid and growing organization "
Organizational communication is one that takes place within organizations and that, as well as the participating agents, the channels used, the nature of the content, the intended objectives have to do with the organization. When people know the strategies, objectives, their responsibilities and those of others, a work environment is created that facilitates the coordination of efforts to benefit the goals set; which influences the efficient performance of workers and the satisfaction of individuals or groups in the organization.
Communication Levels: According to Diez (2004), Quoted by Niño L. (2006) states that:
Upward communication: Flows from subordinates to superiors and they continue to move up the organizational hierarchy. This flow is frequently channeled through surveys, questionnaires and suggestion boxes. One of its main drawbacks is that on many occasions managers filter upstream messages and do not transmit all the information.
Top-down communication: Flows from people at the highest levels of the organizational hierarchy to those at the lowest levels. It is generally used for the transmission of organizational policies, strategies and objectives, work instructions, organizational procedures and practices, feedback regarding performance correction and for indoctrination of its members.
Horizontal or Cross Communication: (According to Nuñez, K. 2012): Within this type of communication flow, horizontal information is considered (that which appears between similar levels of hierarchy within the organization) and the well-known “flow diagonal ”(the diagonal flow occurs when the parts that intervene in the communication process are part of different hierarchical levels and do not establish a relationship of dependency between them).
In other words, bottom-up communication goes from the collective, from the staff to the regional or national coordinators and generally occurs in the form of suggestions, recommendations, proposals, complaints, suggestions, requests, etc. The descending one develops when the information originates from the higher levels towards the personnel, in the form of circulars, notifications, correspondence, notices, messages, etc. While horizontal communication is informal and arises between members of staff at the same level, it is necessary for the coordination and integration of the various functions of the coordinations or instances that make up the organization.
Methodology:
Techniques and Data Collection: Every research process requires techniques and instruments that facilitate obtaining the necessary data to achieve the results. For this reason, Curcio, C (2002), indicates that "the techniques refer to the path through which instrumental relationships or mediations are established between the researcher and the consultant, for the collection of data and the achievement of objectives." For the purposes of this investigation, the survey technique was used, which for Morales, V. cited by Arias, F (ob.cit.) “Constitutes a research technique aimed at the study, to collect quantitative data on opinions and behaviors of sets of numbers of people ”.
To define communication as an element that characterizes the organizational climate of the Bolivarian University of Venezuela in the state of Mérida: A survey was carried out to measure the level of communication, consisting of questions that answered the study of factors already defined; and that they allowed us to gather information about the perceptions of the coordinators of the Training Programs regarding the work environment of the institution that was the object of study. In order to carry out this research, three key areas were worked on: State Coordinations of Training Programs, Study Control and Study Centers, since they are considered to have a high incidence on the results and impacts of the Municipalization of University Education. With a total population of 30 workers,to which the surveys were applied.
Instrument Description:
• The survey consisted of 16 items, the data collection instrument is made up of affirmative, negative and little proposals, it was applied to 30 workers, between academic workers and administrative personnel.
• The application of the survey was carried out personally where the interviewee had to select only one answer to each question.
Analysis and Results: Define the conditions in which communication is found as a fundamental element of the organizational climate at the Bolivarian University of Venezuela in the state of Merida.
Of the results that we will analyze below, it is important to emphasize before that in every human organization communication is essential since it will allow for harmonious operation, the exchange of knowledge, generation of knowledge and for the flow of all the necessary information that will contribute positively to achievement. of the objectives, plans or goals that are proposed, and even more so in the articulation in which various groups of the same system come together or are distinguished, such as: teachers, coordinators, directors, administrative personnel, students and communities.
I consider that communication is a determining factor in the organization to improve labor relations.
I consider that there is little communication between the UBV faculty team.
I consider that communication has not been given importance as a tool to strengthen the University's own objectives.
I believe that through effective communication, a clear shared vision, values, mission and objectives of a university organization can be built, transmitted and preserved.
Conclusions
It is important to consider the organizational climate in university management as a valuable tool for the management of change in search of achieving greater efficiency in the institution, providing timely and necessary information that allows identifying needs in relation to the desired future within the organization, in order to draw up the relevant strategies and actions.
Create and develop a communication system that allows knowing and appropriating the institutional mission, values and mystique, aimed at promoting a comprehensive vision of the tasks carried out by the team or work group.
recommendations
Improve the quality of the information transmitted to all staff and optimize information resources: meetings. Listen to all collaborators, and encourage participation in such a way that they get involved in the discussion of topics or aspects of the university.
Bibliography
Castrejon L. and others. (2006). Influence of interpersonal relationships on the Organizational climate of the human resources department Of the Miranda State comptroller. University College of Los Teques "Cecilio Acosta" Los Teques - Edo. Miranda.
Orbegoso A. (2008). The Organizational Climate. What it is and how to analyze it.
Corsica A. and Subero L. (2009). Analysis of the factors that influence the organizational climate of the Bolivarian Lyceum "Cantarrana Creation", Cumaná-Sucre State. Year 2007-2008 ”. Venezuela.
Child, L (2006). Incidence of the Organizational Climate in the Labor performance of the administrative personnel of the Vice-presidency of Administration and Finance of the company Tropicalum, CA La Victoria Estado Aragua.
King, K. (2012) Organizational communication. Types and forms.
