Summary
The present work is the result of different classroom projects carried out at the Free University, Faculty of Industrial Engineering of Barranquilla, which, as an investigation of the elements of productivity present in our Colombian business reality, has as its central purpose the verification of the evidence of Theoretical concepts vs. Productive skills present in officials and executives, responsible for the development of the industrial in the country's productive sector. In it the evident flaws detected are specified, with a proposal supported by concepts and positions of highly credible specialists at the national level. This work decisively enriches the academic proposal of the program and raises the need to redesign the curricular structure,with the intention of strengthening the training of our professional, whose managerial skills should point to what they have to find in their real performance environment. The articulation of the information gathered with: the levels of quality of life, the felt needs present in the productive sector that faces more than ever the absolute need to increase its competitive capacity as a precept of permanence, development and source of wealth and employment, of in the face of an inevitable international transaction and the present academic proposal, it leaves an interesting concern of mutual convenience: University - Discent - Community.The felt needs present in the productive sector that faces more than ever the absolute need to increase its competitive capacity as a precept of permanence, development and source of wealth and employment, facing an inevitable international transaction and the present academic proposal, leaves an interesting mutual convenience concern: University - Student - Community.The felt needs present in the productive sector that faces more than ever the absolute need to increase its competitive capacity as a precept of permanence, development and source of wealth and employment, facing an inevitable international transaction and the present academic proposal, leaves an interesting mutual convenience concern: University - Student - Community.
Abstract
The present work is the result of different projects of classroom carried out in the University Free, Faculty of Industrial Engineering of Barranquilla in which as investigation of the elements of present productivity in our Colombian business reality has like central purpose, the verification in the evidence of theoretical concepts vs. Present productive abilities in officials and executive, responsible for the continuance in development of the industrialist in the productive sector of the country. In the falencies are needed evident detected, with a proposal supported by concepts and positions of specialists of high credibility in the national environment.
This work enriches determiner the academic proposal of the program and strike the need to redesign the curriculum structure, with the intention to fortify the formation of ours professional, whose managerial competences should aim at what should find in their real environment of performance. The articulation of the information raised with: the life quality levels, the needs felt presents in the productive sector that faces more than ever the absolute need to elevate its competitive capacity as precept of continuance, development and source of wealth and employment, with a view toward an inevitable international transaction and the present academic proposal, leaves an interesting anxiety of mutual convenience: University - Dial you - Community.
Genesis and convergence of factors towards business productivity
Introduction
In the convergence of critical factors is true productivity, the creation of a better quality of life, the parallel synergy of: People, Processes and Product, the justification of investment for wealth of: Time, Effort and Money, the assertive exercise of economic policy: What to produce, How to produce it, How to distribute the goods produced.
Taking into account that the determining factor in each of the above is Human Talent who must: create, design, execute, evaluate and control strategies, processes and goods within a business logistics towards profitability and socio-political-economic development.
These factors in their convergence are the engine of the development of economies through human management and the construction of dream values and projects with certain prospects.
Convergence and coherence between factors:
Academy:
Educational factor based on training processes in specific disciplines, which aims to develop professional competitiveness towards improving the quality of life, creating economies and establishing sustainable productivity.
Values and principles:
Values:
Basic convictions about good and evil.
Do things right
Principles for good that interact
Importance of values
Most people in an organization have shared interests and goals in a group that often shape their behavior. Values are important for creating strong cultures, where values are widely appreciated, therefore officers are committed to the company.
Business reality:
It is the result of the verification in the evidence, when we compare, the educational processes, the proposed academic criteria, the analysis of economic indicators and the measurement of productivity, in parameters of competitive capacity in each area.
Technology:
Tools and processes that seek maximum utility with minimum effort, in a manner consistent with the true capacity of business skills, their mission and vision, within trends and realities of the environment with proposed objectives.
Competitive Competitions of Human Talent:
"More important than the amount of knowledge that the human being possesses, is the use he makes of them." An encyclopedic structure of knowledge will be of little and nothing if the ability to use them with productive results pertaining to specific disciplines in real and tangible, measurable and predictable areas is not present in parallel.
The so-called Know How has long ceased to be a social cosmetic to become the main productive capital of nations, which competitively faces highly competitive scenarios based on globalization criteria.
Attitude:
Expression of intention and disposition in the interpersonal transaction of abilities, values, disciplines and processes that interact in mutual benefit and the construction of the future with expectations of individual and voluntary content and with high levels of levels of emotional intelligence. For this attitude to point towards the productivity of companies, regions and countries, it must contain in itself:
- Positive momentum Determination of service Mutual respect Teamwork
Strategic planning:
Both the productive sector, as well as the social, political, educational, private and public sector, must know not only where they are going, but also how to reach their objective.
Otherwise your efforts will be infertile.
For this to happen, factors such as:
- Relevant, timely and permanent research Vision of the future Decision-making capacity Leadership Strategic creativity Propensity to change Determination and persistence This productive mix keeps in itself: Development of competitive capacity Construction of the future Improvement and sustainability of the Quality of Life Propensity to productive change Tuned with reality Profitable investment in permanence
At this point it is pertinent to refer to parts of the writing such as:
Free version and complements of a recent article in the money magazine:
"From the salon to the company"
"Universities are revamping their executive education programs to make them more practical."
Faced with the universal reality, with a few honorable exceptions, from the transition from the Academy to the verification of the felt labor evidence, concerns arise, which allow us to weigh the balance between the sometimes dogmatic academy and its real contribution to Productivity.
"Pure theory is not of much interest to entrepreneurs." That was one of the salient aspects of the poll that Dinero carried out among a group of presidents and directors of human resources of the largest companies in the country.
Therefore, when educating executives, the great challenge for universities is to remove the content of academic classroom programs and notebooks, so that it generates value in companies. To achieve this, universities are not only creating increasingly innovative methodologies, but they offer them in programs tailored to each organization.
In turn, more and more executives need to go back to university to develop skills or competencies that they lack to face the challenges of a changing world. They aim to broaden their managerial vision, particularly their international vision, when not gaining specialized skills from a trade.
An executive might think that going back to university means going back to the long and tedious class sessions, with teachers who explain difficult theories, which are hardly recorded in a notebook. You could imagine that the process is boring and away from business reality. However, if you decide to find out what the programs offered by universities are like, you may be surprised.
"The faculties of administration have learned a lot in recent years," explains Fernando Restrepo, dean of the Faculty of Administration at the Universidad del Rosario.
Indeed, universities are increasingly creative in their methodologies for executives to develop skills. Starting with the popular case studies, in which students take real-life problems, analyze them and discuss possible alternatives, going through role plays in which each student imagines situations in which they must overcome obstacles in the corporate world, and reaching programs in which the teachers themselves go to the company in the role of coaches to supervise the development of an academic work project.
These and many other methodologies seek for the executive to appropriate the knowledge, develop skills and put them into practice on the job. In addition, they make the classes more interesting and motivating.
Therefore, Colombian executives should lose their fear of going back to university. According to Marco Fidel Rocha, rector of Cesa, “in other countries, executives invest much more time in training.
In Japan, for example, they have an average of one month per year of training, while in Colombia they are few hours. Training options range from traditional programs such as diplomas, specializations and master's degrees, to programs tailored to the needs of a company. ”
The reading of this reference, is that University Institutions that do not validate their academic proposals, with the felt business reality, will be making a thin contribution to the creation of productive skills in the training of professionals, whose performance must necessarily make entry into a highly competitive, globalized and changing, where only the most skilled survive and the validity of theories depends on the validity of paradigms that lose value to create others
The University investigates
"According to Managerial Thought and Practice in Colombia, a recent study from the Universidad del Rosario, the skills required by top-level executives are more qualitative than quantitative and are more important to their work than knowledge."
This study demonstrates how the determining function of the current executive has always been to make the information and tabulation of permanent research speak, but not only this, but also the ability to understand realities and trends, which will allow him to make the best decisions with strategic thinking. from its situational and prospective position.
These skills are what determine the success of an organization, especially when facing changes, as stated.
Globalization, FTA, open world
"Executives must compete in global markets, make decisions in scenarios of greater uncertainty, adapt to new ways of doing business, communicate in different languages or understand the integration of production processes and the formation of global production chains", explains Diana Cabrera, dean of the Faculty of Business Administration of the Externado de Colombia University.
Is the internationalization of companies what requires great sharpness in executive skills?
This is an incontrovertible reality, a historical moment that presses to the structural change of the proposals of formation in competitive abilities of productive forces in coherence with the irrepressible evolution of markets and investments in competition.
The management teams of the business units in each company must expand their vision for the internationalization process they are undergoing.
These types of tailor-made programs are gaining more and more strength, because they are tailored exactly to organizational needs and are opportunities for pedagogical proposals of universities within a real environment.
“Tailor-made programs are a clear example of the synergies that universities and companies can make.
“This is a very large source of funding that also allows universities to confront reality and theory. It is a good business. Companies win and the university wins », concludes Ochoa".
As a benchmark of current academic realities, it is enriching to analyze the testimonies, which we register below and which are the result of a desire for relevance and adjustment to contextual convergence: business reality - academic response, in the productive creation of mutual benefit.
Gerardo Remolina, SJ. Rector Pontificia Universidad Javeriana
"In order to strengthen the links between academia and companies, it is important to involve entrepreneurs in the design of academic curricula, make university-business agreements with a view to mutual collaboration, and the evaluation of academic programs by business« peers »."
Carlos Angulo Galvis Rector University of the Andes
“The main skills that any graduate, including executives, must have are adaptability and the ability to learn. These are key at a stage when the environment is changing. It is important to return to the university when shortcomings are found in training; In executive education, the key element is the development of skills, so that they can understand the changes in their environment and adapt to them ”.
Álvaro Mendoza Ramírez Rector University of La Sabana
"Executive education does not require theoretical and systematic training, but a timely update on specific topics and with the greatest possible pragmatism, to respond to the usual concerns of the executive in office. Likewise, I believe that this training should aim more at the development of skills, than the transmission of knowledge, without neglecting the latter ”.
Marco Fidel Rocha Rector Cesa (College of Higher Administration Studies)
“Colombian executives must dedicate more time to their preparation for the current challenges. The vitality of companies depends on their ability to cope with the complexity of the environment. We have to rethink everything to make business models in the face of new challenges ”.
Alberto Uribe Rector University of Antioquia
"Greater flexibility in academic programs in accordance with the needs of the environment and the strengthening of research are essential as a way to generate and transform knowledge that contributes to long-term relationships with companies."
Jorge Enrique Silva Rector of the School of Business Administration (EAN)
"You have to break a myth. There should be no difference between theory and practice. Theory must be the product of practice. You cannot improve the practice if there is no reflection on the theory ”.
Francisco Piedrahita Rector University Icesi
“The university-company relationship is enriched as the professors have more to offer the company. That is accomplished with advanced training and research at the frontier of knowledge, the state of the art, combined with hands-on experience and hands-on knowledge. Especially in the areas of marketing, management and strategy ”.
Jesús Ferro Bayona Rector of the Universidad del Norte
“The executive student must receive from the universities a training that gives him an ethical vision, in which he understands his social responsibility facing the national problem. It is not enough that we train very good postgraduate professionals, but we also train very good citizens and very good entrepreneurs who can make a fundamental contribution to the economic, social and business development of the country ”.
Joaquín Sánchez, SJ. Rector of the Javeriana University of Cali
“In executive education, an increasingly social vision must be developed, more focused on people and with more awareness of the human, social and ethical dimensions, that is, of the responsibility of the executive vis-à-vis society. The executive must be accountable, be transparent ”.
Bernardo Rivera Sánchez Rector University of Caldas
"The interaction between the university and companies must have four axes: exchange of human talent, joint investment in research projects, technology transfer and protection of intellectual work."
The academic convergent acts in the formation of Human Talent
The planning, development and motivation of the organization's human resources, their importance, the selection processes for personnel at the operational and managerial level, their education and training according to the fundamental values of the company; as well as remuneration and motivation systems, their advantages and importance for organizational development in the environment in which they work, are Management skills. Its permanent mission is to achieve the creation of Autological Processes present in its employees as a basic factor of performance excellence.
Autological processes are built from the first contact of the official prospect with the company that requires their services in any area.
They are elements of voluntary momentum, which achieve performance in terms of excellence without conditions of rewards or punishments, without present supervision.
This administrative tool discovers, builds, develops, manages, updates and exploits competitive and comparative advantages that increase the company's competitive capacity in demanding and highly competitive markets, with productivity results that justify the investment.
Modern times and human resources
The human resources function should assume a strategic role in companies, if we accept that human capital becomes a differentiating attribute for business every day, and one of the key factors for achieving organizational goals.
Human resources professionals must anticipate change, be flexible, in a changing world and in which it is necessary to have a more or less clear vision of the characteristics of the context in which they have to work.
"Change in itself is constantly changing," says Russel Ackoff, and with this statement it is assumed that the context in which organizations are inserted today is not fixed, but quite the contrary: it is permanent movement.
These changes in the external context have a direct impact on the internal context of the companies, causing a great challenge on all their fronts and, particularly, in the field of human resource management. In this scenario, the ability and speed to intelligently acquire and apply knowledge is a new source of wealth, without which it will be difficult to compete in your sector, market segment, region or where it has been defined to do so.
In no scenario as in the academic one, does the responsibility to form assertive skills of productive resonance reside so clearly, from the context of Human Talent, which must put at the service of competitive development of mutual benefit, all its professional and human solvency, and here a convergence of high responsibility.
Competition for talent and knowledge
This growing need for knowledge in organizations was transforming the way they compete. The dizzying struggle to find, obtain, and apply this key insight led to most of the latest business strategies: horizontal or vertical integrations, mergers, acquisitions, strategic alliances, and more. All these new ways of competing ultimately seek the same treasure: knowledge. Knowledge developed and reflected in machine designs, systems, production processes and, of course, knowledge accumulated in the minds of individuals (scientists, researchers, specialists, etc.), in relevance to the academic proposal. Faced with such a challenge, sometimes we will have the opportunity to have the necessary knowledge in internal resources,enough to supply the demand for talent.
In others we will not have the time to develop this knowledge and only the instance of acquiring it externally will remain.
In addition to the ruthless demand for knowledge, the so-called new competences required by the competitive environment in which current organizations are inserted are added: individuals with a clear orientation to results, capacity for teamwork, strategic vision, adaptation of changes, leadership and other conditions.
And it is then in this context that the processes of selection and training of human resources have become critical, and therefore, it is necessary to ensure their maximum quality and efficiency.
Companies that want to differentiate themselves will require talent at the service of creating new ideas to compete or to more efficiently do what the competition does.
Talent resides in people, who in addition to making them work must be seduced, conquered, among all the existing job offers, that is, creating Autological Processes. Furthermore, the company must capitalize on the result of that talent: ideas, procedures, relationships, cultures, leadership, loyalty.
«… Talent is not a set of isolated intellectual strengths or technical skills. It is always an attribute of people, it is embodied in people… All people wonder consciously or unconsciously, about the meaning or significance of their work and when they do not find a satisfactory answer to this question they simply stop collaborating. Talent is not delivered, and therefore does not bear fruit when it lacks a stimulating vision of meaning. "
Teamwork: It is the Productive Alliance of Human Talent
Organizations need to attract skillful and intelligent people and create contexts in which those people can work together, combining skills to create processes, products and services that others cannot provide. The company is an area of contacts and interaction to generate ideas and put them into action. Much of the success of the organization is due to a shared belief system and teamwork, with productive interdisciplinarity.
Today one does what he does, there is always another in the world, which makes it better faster or cheaper. It is no longer about innovating once and living with that innovation forever.
A company is not worth what is tangible, its building, its capital, its size, its products, and its technology, all of which is valuable but easily achievable and surmountable by someone else elsewhere.
The innovation
What matters is the ability to innovate over and over again: in production, in processes, in distribution, or in anything else that adds value with relatively fewer resources. To achieve this, it is not enough for everyone to do their work; That is necessary, but it is not enough. It is necessary to realize that it is what generates value, to find new ways of doing things.
Teamwork is one of those new ways of doing things, oriented to the task, to the needs of the client, to the generation of value. A way of working in which the company needs people as much as people need the company and they need each other to be able to do.
«A team is a group of people who have projects in common, for which they feel and are responsible. That they will benefit if they are right: that they will be more skilled and more valued professionals in the market, more apt to do something bigger next time.
With greater capacity to accept challenges, face complex personal relationships, solve their problems, face their mistakes and not believe their successes forever; And paying the consequences if they're wrong doesn't mean someone will punish you.
For a team to produce, apart from personal conditions, other elements that are not individual, such as clarity of objectives, autonomy and clear knowledge of their role and that of others, are required. A new Manager model also appears: that being able to train, accompany and guide his team, over time, to obtain the best results, a Leader
The Manager role is vital, it must: select and elect the appropriate official for each position and create a work environment that ensures that each individual faces their own task as a challenge, with total concentration, intensity and skill, that is, being layers of create Autological Processes. Its mission is to make the team more than the sum of the individuals, an alliance of knowledge that speaks the same language and shares the same north.
No one can accurately indicate to a Leader when to listen or intervene, and when not, this allows everyone to make their own experience, orienting themselves in the most valued practices of their trainers, or resulting from a mixture of sensitivity, intelligence, performing His task with patience and humility, correcting deviations, reaffirming correct practices and decisions.
In many cases, the team does not know what authority or responsibility it has. The group must know what is expected of it, it needs to know how much autonomy it has to work, if its task is to generate ideas for another to decide or if they must decide or do what has been decided.
In addition to goals and autonomy, group members must be clear about their roles, the team goal must take precedence over all individual goals or commitments: Nothing is more important than what they should do together.
It is a true learning process for a group of people to become a team. Every team goes a long way in building itself.
To a first stage of courtesy, a stage of moving towards concentration on objectives continues. It is the stage of What are we here for? A debate then begins of what they should do.
At this stage it is the group itself that must explain its tasks on its own terms and it is not easy. A task is never so explicit and so clear that an agreement is not necessary. If the group manages to clarify its task before itself, then there will be at least two agreements: they can do something together and that something is important.
It should not be surprising then that the next stage is the struggle for power. Each one needs to find their role, their space in that team and in that task what they consider important.
At that stage people do not listen to each other, they interrupt themselves, but little by little they shape the group, they create rules of the game, personal spaces.
Creation of autological processes
This very valuable modern concept of Human Talent Administration, arose from a question, as a problem statement: use of Human Capital:
What is it that makes company officials perform excellently when their boss is not looking at them?
A number of factors can occur to us such as:
- Sense of belonging Commitment Assertive location Clear rights and duties Fair and timely remuneration Participation in processes Mutual benefit Self-motivation Recognition of performance Opportunity for parallel progress to that of the company Stability
Personal development
But the great challenge of modern management will be how to: create them - discover them - manage them - take advantage of them.
How many of my employees act this way? and how many could do it?
What are they:
Autological Processes are the result of a professional position that does not accept mediocrity for the comfort that it represents.
The performance by Autological processes, is a voluntary decision of the internal forum, whose only reason is: "because I have decided so"
If this way of executing responsibilities is in unison with the expectations of the company, its mission and its vision, success will be guaranteed.
BUT: How many employees act like this in each company?
They are those who sometimes carry out their work with low-profile processes, and who, in a productive anonymity, enjoy the work they love to do, and that they would do even without payment for it.
It will be a highly managerial task, identifying them, knowing their characteristics, their motivations, but above all that drives this attitude and if the company had an impact on it in any way, if it can be created and the process to achieve it.
Characteristics of the Autological process executor:
He knows that "if excellent is possible, good is mediocre."
It does not require threats, flattery, prizes, perks or privilege "cards".
Act from the heart and brain, in the philosophical position that "the best policy is righteousness"
He shares the same north and speaks the same language as the address, because it seems to him that this is what fits his professional quality.
He loves and respects what he does so that he could do it for free
He understands, accepts and promotes, that his best legacy is the example of his integrity, before money and power
You know that if you do things right, you can claim out loud
How to do it: doing things right from the beginning, with an excellent selection, induction, training, evaluation and stability process.
Recruitment: Selection of reliable, convenient and proven sources.
Selection and hiring: Prospects for proven merits, subject to the required profile, contractual proposal of mutual benefit
Induction: Total clarity in rights and duties, mission and vision of the company, expectations of his position, expected results, evaluations
Training: Initial of specific tasks and permanent updating
Motivation: Processes, environment, climate, maximum performance conditions
Evaluation and promotion: Fair recognition, evidence of what has been agreed
In the normative stage, people have a sense of belonging, objectives and their own space. However, the most important thing is still missing: the confidence necessary to face the conflicts and tensions that the task imposes without fear of dissolving.
A group in the normative stage does not do what it should do, it does what it feels it can do without completely straining relationships.
For a group to do their best, they need to have confidence to the point that they believe that no challenge will break the bonds built. Then they will put the task in front of them and discuss everything that is necessary until they find a way to tackle it. It is the performance stage, where they really learn.
«… teamwork is essential in times of rapid change, when the ability to innovate is the most valuable thing in an organization.
Teamwork requires personal conditions, but also organizational conditions. Building those conditions is the task of the Manager. "Dream teams require eyes wide open."
Development and motivation of human resources in the organization as a productive convergent
Basic assumptions
Human resource training is a key factor in the success of the organization.
It should be planned like any other important activity of the organization.
Values are a fundamental pillar as guidelines for action. The greater delegation of authority and responsibility to the collaborators currently existing, the impossibility of building norms and rules applicable to all cases, the greater autonomy in search of more competitiveness of the organization has led to personal values being essential in the person who occupies an important place or role in the company.
Organizational leaders have a responsibility to build, develop, implement, sustain, and transmit core values, and act on them consistently between saying and doing.
Premises to implement a training plan:
1. Establish a comprehensive budget for the organization. Aligned with this, create a Human Resources Development and Training Plan that includes:
a- Annual personal goals, aligned with the goals of the company
b- The required competences, skills and knowledge.
The indicators of the degree of progress both in individual goals and in the development of competencies, skills and knowledge.
In addition you must:
2. Define who to train and what for.
3. Define what topics and how much time will be assigned to each one.
4. Define how, when and where the training activities will be carried out.
5. Define who will conduct the activities and with what financial, physical and intangible resources
6. Carry out Monitoring and Evaluation of the quality and productivity of activities
Follow-up: monitor the progress of the collaborators based on the agreed performance goals and make any changes that may be required due to a modification in the company's priorities.
Indicators will be used.
Feedback: to reaffirm or redirect performance.
Provide that feedback on a regular basis
Evaluation: qualification of performance during the budget cycle based on the fulfillment of the agreed upon individual goals, as well as the development of the competences, skills and knowledge used to achieve them. Honesty, fairness, and objectivity are essential to measure individual performance.
The modern productive world has evolved towards new forms of work organization, in which new rules for competitiveness emerge:
The occupational structure is defined according to tasks that add value.
Efforts are made to involve stakeholders in the innovation process.
There is a continuous search for improvements.
Establish a variable remuneration system that rewards productivity and effort.
Strategic mix of resources: Time, Effort and Money
Logistic synergy of: People, Processes and Product
Thinking strategically is a factor of productivity
Foundations of the Strategic Plan
One of the most important reasons for having a plan is to avoid wasting our strength in efforts of little or no contribution to our reason for being.
The planning process should be seen in three parts, since both intuition and analysis are necessary to carry it out.
The strategic thinking portion relies heavily on intuition with only a modest amount of analysis, the long-term planning portion needs a balance between the two, and the tactical planning portion depends heavily on the analysis that is aided by intuition in quality of control and balance, mainly.
Assumptions:
- Strategic thinking leads to perspective. Long-term planning leads to position. Tactical planning leads to performance.
Strategic thinking: it is the coordination of creative minds, it is judgment based on experience, its purpose is to help you exploit future challenges, and it incorporates: values, mission, vision and strategy, from the algorithm: P - H - V - A: Plan, Do, Check, Act
Long-term planning: it is a historical extrapolation that projects future results based on current or past experiences and trends.
It is a process that deals with the future and the present, supports communication and cross-functional planning, brings together the administrative team to transform the mission, vision and strategy into tangible results in the future.
Tactical planning: It is the present commitment of managers and employees to prepare plans for the company as a whole, as well as for its interdependent units, produces measurable results, It is focused, specific and detailed. It is a progressive process to address problems or opportunities, it serves to establish annual plans, a vital source for preparing the budget.
Values: philosophical convictions of the managers in charge, there are already defined values (Ethics, quality and safety) and others that vary over time (diversity / product / services / productivity).
Mission: Statement that describes the concept of the company, its nature, why, who it serves and the principles and values under which it is intended to operate.
Vision: representation of what is believed, the future must be for the company.
Strategy: it sets out the direction in which to advance, the driving force.
Although full responsibility for planning ultimately rests with the CEO (leader, commitment to the process), and team members serve as extensions of the CEO in addition to providing communication and receiving contributions from and to other members of the company. The board of directors approves and reviews the strategic thinking plans, the planning coordinator is responsible within the company for the completion of the planning process, establishes calendars, coordinates and keeps meetings and documents the records of the meetings.
What to do Before the process: inform all shareholders, formulate and analyze questionnaires with key questions to be answered before the initial meetings and that reveal the crucial points that must be addressed.
What to do During the process: meetings with staff from their own units and others to get feedback.
What to do After the process: Communicate the statements of the boards to those affected by the plans, publish the mission, vision and strategy collectively or separately; Circulate meeting drafts along with a series of feedback questions, making it feel like living documents.
Strategic Values. To achieve a good performance when implementing a planning process, it is important to have well-defined and clear agreements on the values of the company since they will help determine:
- Tolerance and the field of efforts, Establish the markets to intervene, Set expectations and priorities, Recruit personnel and Determine the administrative style.
Some of the strategic values are:
Ethics, knowing what is understood by ethical behavior in the company.
Quality, determined, necessary to know its particular meaning for the company.
Security, strategic value only for certain types of industries.
Environment, important for companies with strong externalities. Innovation, advances to the competition, new ideas, current technologies.
Image, towards the industry and the community, organizational leadership.
Fun, fun environment for customers and employees.
Responsibility towards customers, an approach that depends on the nature of the company.
Human resources, not falling to extremes, neither rejecting nor neglecting their total well-being.
Profitability, The company in essence must be productive, generate income, at an acceptable level of losses.
Diversity, products, services, market, clients and strategies.
Products, line or on request, a balance between the two or only one, but still a satisfier of specific needs
Expansion, products, services, infrastructure, personnel, weigh development-cost, innovate, experiment.
Structure, decentralize, centralize, search for a midpoint. Geographical concentration, legitimate business reasons, influence on future actions.
Logistics. The right product in the right market, at the right customer, at the right cost, with the right quality, at the right opportunity.
Then we proceed to develop a list of strategic values, each weighted from non-importance to very important, the list obtained will serve as a starting point to know where the company is going and that reflects the actual daily operation of the company.
Stages of the Strategic Plan:
Identify the opportunity
Evaluate the real capacity of the company
Define the best approach
Report to Management
Structure or restructure the organization
Run the P - H - V - A
Attitude and productivity
The human attitude is a preponderant factor of the achievement of objectives, only an attitude according to the convergence of abilities and needs, is what has historically allowed peoples to achieve subsistence at levels of direct proportional relationship: Entrepreneurial attitude - Results obtained.
Relevant claims:
The primary wishes of all people are: health, money and love.
One way to achieve these goals is to be wealthy and prosperous.
Just as there are poor people and rich people there are poor countries and rich countries.
The difference between rich and poor countries is not their age.
This is demonstrated by giving as examples countries like India and Egypt that are more than a thousand years old and are poor.
On the contrary, there are countries such as Australia and New Zealand that until just over 150 years ago were unknown and today they are developed and rich countries.
The difference between rich and poor countries is also not in the natural resources available to them.
Thus Japan has a very small and mountainous territory that is not suitable for agriculture or livestock and yet is the second largest economic power in the world.
Its territory is like a large floating factory that imports raw materials from all over the world, processes it and the resulting product is also exported to the whole world, accumulating wealth.
We also have the case of Switzerland, without oceans that has one of the largest nautical fleets in the world, which does not have cocoa, but does have the best chocolate in the world, which in its few square kilometers raises sheep and cultivates the soil only four months a year, which has the best quality dairy products from all over Europe and the world, eg Nestlé.
Like Japan, it does not have natural products, but it provides and exports quality services that are very difficult to beat. Another small country whose security, order and work made it the "safe" of the world.
Nor is it the intelligence of the people that makes the difference.
And this is demonstrated by students from poor countries who emigrate to rich countries and achieve excellent results in their education.
Another example is the executives from rich countries that visit our factories and when talking to them we realize that there is no intellectual difference.
Finally we also cannot say that race makes a difference.
In Central European or Nordic countries we can see how the “idle” (Latin or African) prove to be the productive force of those countries.
So… what makes the difference? People's attitude creates perceived value
By studying the behavior of people in rich countries it is discovered that most of the population complies with the following rules (whose order can be discussed):
1. Ethics as a basic principle.
- Transparency Excellency Legality Straightness
2. Order and cleanliness.
- NeatnessPerienceConfidenceTransparency
3. Integrity.
- Values Commitment Response Membership
4. Punctuality.
- Respect Compliance Opportunity Support
5. Responsibility.
- Involvement Active presence Availability Availability Contribution
6. The desire to excel.
- Self-analysis Excellence High goals Continual improvement
7. Respect for laws and regulations.
- Discipline Values Order Compliance
8. Respect for the rights of others.
- Alterity Solidarity Mutual Benefit Otherness
9. His love of work.
- EntrepreneurshipProductivityCompetitionCreativity
10. Your effort for the economy and entrepreneurship
- Laboriousness, Momentum, Profitability, Competitiveness
Do we need to make more laws? Wouldn't it be enough to comply and enforce these 10 simple rules?
It is necessary to create a culture of productive respect
We are not poor because our country lacks natural wealth or because nature has been cruel to us. Colombia is a country rich in natural and human resources.
We are simply poor because of Our Attitude.
We lack character to fulfill these basic premises of the functioning of society.
If we wait for the government to solve our problems, we will wait a lifetime.
A greater commitment put in our acts together with a change of attitude can mean the entrance of our country on the path of progress and well-being.
conclusion
It is demonstrated that all the converging factors of business productivity have as a fundamental connector: the competitive skills of Human Talent at the service of achieving organizational objectives that, from its active edge, contributes to the Creation of Perceived Value and its permanence in development.
The world in its permanent change of: Markets, Technology, Consumer Behavior, Micro and Macro Environment Conditions, Challenges of Innovation and Creativity, Leadership Styles and Management Strategies and Impacts of globalization, will not be able to do without the integral training of Talent. Human, since it is he who: Investigates, Creates, Develops, Executes, Controls and Updates: Processes, Strategies, Products and Services, within a framework of mutual Benefit and Respect.
Their training must always be based on components of human and business reality, in terms of principles, values and productivity, as supports for progress and guarantees of improvement in the quality of sustainable life and their contribution scenarios are:
- The home of origin The Academy The turbulence of life The knowledge, mastery and mixture of convergent factors of Productivity.
Reference bibliography
- The integral management of Jean Paul Sallenave Ed. 2002. Management for the future Peter Drucker Ed. 2000. Master plays. Paul B. Brown Ed. 2000. Rethinking the future. Rowan Gibson Ed. 2000. First-time manager. Belker Ed. 2003.Reddin Bill Results Management. Peter Drucker Business Management. Riaz Khadem Total Lineup. The Dance of Change Peter Senge. Money Magazine. Monographs and essays based on memories of the marketing discipline Nestle de Nestec. Unbeatable Johanson Nonaka. Globalization George S. Yip. Utilities at any cost Thomas F. Oboyle. Strategic Advertising Campaigns. Shultz, translation Universidad de los Andes Ed. From 2000 to 2003. Monographs, Notes, Analysis, Observations and experiences, in 20 years as Marketing and Commercialization Manager in four important multinational companies, of Dr.Carlos Germán Ramírez Varela. Specialist Leadership Concepts: Peter Koestenbaum Assertiveness: Jeff Davidson Values Management - Ken Blanchard - Michael O'Connor Close the Gaps – Ken Blanchard – Dana Robinson - Jim Robinson Business Moments - Josehp L. Baradacco Ethics in Business: Robert E. Frederick Ethics to Nicomano: Aristotle Moral Treaties: Seneca The Dance of Change: Peter M. Senge One page administration: Riaz KademDrucker, his vision of administration: Peter Drucker History of administrative thought: Cluade S. George Administration in today's world: Stephen Robbins Human resources administration: R. Wayne Mondy Strategic Management: Cliff BowmanJeff Davidson Values Management - Ken Blanchard - Michael O'Connor Close the Gaps – Ken Blanchard – Dana Robinson - Jim Robinson Determining Moments - Josehp L. Baradacco Ethics in Business: Robert E. Frederick Ethics to Nicomano: Aristotle Moral Treaties: Seneca The Dance of Change: Peter M. Senge One page administration: Riaz KademDrucker, his vision on administration: Peter Drucker History of administrative thought: Cluade S. George Administration in today's world: Stephen Robbins Human resources administration: R. Wayne Mondy Strategic administration: Cliff BowmanJeff Davidson Values Management - Ken Blanchard - Michael O'Connor Close the Gaps – Ken Blanchard – Dana Robinson - Jim Robinson Determining Moments - Josehp L. Baradacco Ethics in Business: Robert E. Frederick Ethics to Nicomano: Aristotle Moral Treaties: Seneca The Dance of Change: Peter M. Senge One page administration: Riaz KademDrucker, his vision on administration: Peter Drucker History of administrative thought: Cluade S. George Administration in today's world: Stephen Robbins Human resources administration: R. Wayne Mondy Strategic administration: Cliff BowmanSenge One page administration: Riaz KademDrucker, his vision of administration: Peter Drucker History of administrative thought: Cluade S. George Administration in today's world: Stephen Robbins Human resources administration: R. Wayne Mondy Strategic administration: Cliff BowmanSenge One page administration: Riaz KademDrucker, his vision of administration: Peter Drucker History of administrative thought: Cluade S. George Administration in today's world: Stephen Robbins Human resources administration: R. Wayne Mondy Strategic administration: Cliff Bowman
