Organizational development (DO) has become the instrument par excellence for change, especially in the educational field in search of achieving greater organizational efficiency, an indispensable condition in today's world, characterized by intense competition at the national and international level.. In these changing times when values evolve rapidly and resources become scarce, it is increasingly necessary to understand what influences the performance of individuals at work.Several researchers, since the early nineteenth century, have highlighted the role of physical and social components on human behavior. The investigations carried out reveal the low use of procedures, designed to strengthen organizational development motivated, among other aspects, by the absence of procedures not adequate to the characteristics of this tool in the management of the university villages of the Windward Axis. The research that supports this master's thesis starts from recognizing the need to improve and change the organization in university villages based on the theoretical-practical study of the situation, with the main result being the design, for the first time,of a procedure that allows to improve notably the good functioning of the organization within the university villages of the Windward Axis, as well as through the judgment of experts.
Introduction
Considering the fact that at present in the university villages in the Windward Axis, a procedure appropriate to their characteristics is not used, for the application of Organizational Development in the management of the university villages, the strategy followed in the verification of The hypothesis of the investigation of the present thesis, is developed in the present chapter from the verification of the feasibility of applying the procedure proposed in chapter two, based on the methodologies proposed by different authors, for which the same to the conditions of the Father Zaldívar university village belonging to the Sucre Mission, from which it will be validated through the judgment of experts,taking into account the criteria of specialists and leaders on compliance with the requirements that the procedure must meet.
In this way, the feasibility and validity of the designed procedure will be demonstrated, starting from the achievement of the different stages that are proposed and the use of the analysis tools necessary for its successful development.
Comprehensive application of the procedure in the Father Zaldívar university village.
Members of the State Coordination, Regional Coordination, Program Coordinators, Village Coordinators, specialists and workers participated in the process of developing the procedure for strengthening the villages, all with experiences in managing the university villages.
In order to validate the research hypothesis presented in this master's thesis, each of the stages and steps of the proposed procedure is applied through the application of Organizational Development in the management of university villages, applying techniques such as: interviews, observations, Brainstorming, Delfi techniques for working with experts and structured interviews in research, with the aim of developing, throughout the work with the group of experts and the respective table work after each session, the design of the plan of Actions that make feasible the application of this procedure for the application of Organizational Development in the management of the university villages under study.
Stage 1: Determination of the strategic purpose of Organizational Development in the management of the university villages.
Step 1: Determination of Values
To update the values, we worked with the team of experts, who through the brainstorming technique and with the question, what are the values that should characterize Organizational Development in the university villages? allowed the generation of shared values. From this work with the experts, 18 values emerged and when reducing the list, 14 values were determined. From the association and similarity, 10 values with their hierarchical order are taken to the plenary, which were validated by the entire group.
These values constitute the ethical principles and the philosophical support of the workers of the university villages, the foundation and guide of their organizational culture, being these:
1. Ethics and revolutionary morality.
2. Professionalism.
3. Capacity for change.
4. Commitment to the Organization.
5. Discipline.
6. Creativity.
7. Responsibility.
8. National identity.
9. Austerity.
10. Team work.
The significance of these values for area workers can be appreciated in university villages.
Projection Step 2: Projection of the mission of the university villages of the Sucre Mission
In the university villages, the mission is not defined for each one, but in a general way, so in order to elaborate the mission, a conceptual preparation was previously carried out with the whole group and considering the classic questions that define it, three alternatives were elaborated. mission, then in plenary session the proposals were presented, and taking into account the ideas and points of view of the members of the group, it was collectively formed and approved as follows:
Mission of the Father Zaldívar University Village:
“To train professionals in the Training Programs: Social Management, Environmental Management, physical activity and health, Agro-Food Education and Production, with quality, honesty and commitment to socialist ideals, in a period of between 3 or 4 years, so that high school graduates the San Fernando Rey parish of the Páez Municipality, those who come from other universities and the excluded, have the opportunity to study at the university level, and promote local development and we will involve the new socio-productive model of the country, counting on it with local and adequate resources and the training and professionalism of human resources, with a high sense of belonging and high revolutionary morale.
Step 3: Definition of the vision of the Father Zaldívar university village
Like the mission, to prepare the vision, a conceptual preparation was previously carried out with the entire group, on the definition of it, its characteristics and requirements for its formulation, then each separately elaborated his vision proposal, and the result was evaluated in plenary. Next to the debate and taking into account the ideas presented, a final vision was formulated from the discussion of the proposed alternatives, being collectively approved as follows:
Vision of the Father Zaldívar university village:
“The Padre Zaldívar university village is recognized for being a quality humanist university institution, and its contributions to knowledge, which promotes the intellectual development of the person and their environment and also for a fair and equitable society, thus contributing to development local, regional and therefore the country "
This vision statement expresses the qualities that the area aspires to achieve, supported by ideals that constitute the values of its doing and doing.
Stage 2: Diagnosis of the Father Zaldívar university village
In the Strategic Diagnosis, interviews, document reviews, observation, expert judgment, group work were applied that allowed the internal and external analysis of the university village, determining the strengths, weaknesses, opportunities and threats, integrated into the strategic analysis of the SWOT matrix.
Step 4: Formation of the diagnostic group
In order to carry out the diagnostic process in the Father Zaldívar university village, a working group is formed, which due to its experience in the activity, the skills shown through its own performance and the level of training achieved in the area of restaurant management, they give greater certainty and solidity to the analysis. The team was made up of managers and Coordinators.
Step 5: Preparation of the diagnostic schedule
The activities carried out to carry out the diagnosis were previously organized in a working session with the diagnostic group, preparing a schedule, with the aim of defining each of the meetings and work sessions in the development of the diagnostic stage.
Table 4. Diagnostic schedule. Source: self made.
Step 6.1. General characterization of the Padre Zaldívar village
Before characterizing the Padre Zaldívar village, it is necessary to carry out a general characterization of the villages of the Eje Barlovento in which this village is framed, with a view to a better understanding of some common characteristics for both, taking into account that part of a village that makes up the Windward Axis.
Characterization of the university village Padre Zaldívar
The Padre Zaldívar university village is located in the San Fernando Rey parish, Páez Municipality, on the road that leads to Río Chico El Guapo, and operates in the facilities of the Padre Zaldívar National Basic School during the night hours from Monday to Friday. The facilities are a bit old however the place is cozy.
History of the Padre Zaldívar university village
This university village was founded on November 3, 2003, thanks to the initiative taken by our Commander HUGO RAFAEL CHÁVEZ FRÍAS, it works in the facilities of the school that is identified by the same name, it has 13 classrooms, a computer lab and 4 baths. It has an enrollment of 10 students (winners) and a body of 17 collaborating teachers, all graduates. We started with the PIU University Initiation Process, currently the following training programs are taught: Social Management, Environmental Management, Physical activity and health, Agri-Food Production. So far we have graduated 40 Graduates in the area of Education, 11 Higher Technicians in Social Management and 5 Graduates in Physical Activity and Health,15 of these professionals are inserted in the labor field, a very significant number for the parish, which is not so numerous, but has always remained anonymous.
Socialist values are strengthened, achievers are fairly organized for events inside and outside the university. Encounters are held for the exchange between the different educational missions: Robinson, Ribas, Negra Hipólita.
The mission of the village is: "To train professionals with ethical-socialist values, so that the population of San Fernando Rey has a university institution and in this way develop and promote the town, municipalizing education, we have a group of professionals well trained ”.
The vision, for its part, proposes that this educational organization recognized for its quality and its contributions to knowledge, to develop and project the locality with highly motivated and professional staff ”.
Step 6.2. External analysis
The external analysis becomes the conceptual framework for managing the management process of the Padre Zaldívar university village, proposing a much broader vision of current affairs, determining the main threats and opportunities that the environment, both general and specific, exerts about this university village. It is not interesting to study only the changes in organizational development, and the Padre Zaldívar university campus must also respond to changes in social and cultural values, its political environment and trends in technology growth.
To carry out this analysis, work sessions were held with the group of experts, through the application of the Delphi methodology, through which an analysis of the characteristics of the general environment and the environment of the university village was carried out, determining the elements changes that can negatively or positively influence the achievement of its objectives, which allowed determining the main threats and opportunities that the environment exerts on the Padre Zaldívar university village.
• Main Opportunities:
1. Existence of a university village with municipalized studies in the San Fernando Rey parish.
2- Graduate professionals to contribute to the development of the town
3.- Link with the other educational missions
4.- Functioning of ideological-political training schools in the municipality
Main Threats:
1. Deterioration in infrastructure
two-. Terrible functioning of public services; Public transportation, electric service.
3.- Frequent meteorological changes rains
4. Frequent problems with insecurity.
Step 6.3. Internal analisis
The internal analysis allows us to determine the strengths and weaknesses of the Padre Zaldívar village, taking into account the identification of the quality of the service and the resources available.
To carry out this analysis, work sessions were held with the group of experts, through the application of the Delphi methodology, which allowed determining the main weaknesses and strengths that currently identify the university village of Padre Zaldívar.
• Main Weaknesses:
1. Failure to strengthen political ideology
2. Lack of motivation by collaborating staff.
3. Dropout of some students
4. Collaborating teachers trained with other paradigms.
5. Lack of knowledge about strategies to improve the management and organization process of the university village.
• Main Strengths:
1. Most of the students are committed to the Revolutionary process.
2. All collaborating teachers are committed to the Revolutionary process and all are graduates.
3. Of 17 collaborating teachers, 14 teachers are specialists in different areas, they have master's degrees.
5. Good levels of technical performance in collaborating personnel. Young staff with work experience (50% have between 3 and 5 years of experience in the area).
Diagnosis results
With the results obtained in the Strategic Diagnosis, the SWOT strategic matrix is developed and analyzed, which constitutes a fundamental tool to determine the strategic orientations of this university village.
The strengths, weaknesses, opportunities and threats, previously presented according to the evaluation carried out by the group of experts, where a score of 1 to 5 was awarded, to measure their impact on the organization.
From these results, it can be affirmed that the university village occupies the quadrant between threats and strengths, that is, it is in a position of illusion, the Unknown Business quadrant, having to work on Mini-Maxi strategies (see annex 12), so it must work strategically to eliminate the main threats, which are those that most affect activity; such as: not having an organizational strategy; deterioration in infrastructure, terrible operation of public services; changes in weather conditions and frequent problems of insecurity meanwhile it has to strategically take advantage of its main strengths; such as: students committed to the revolutionary process,collaborating teachers are committed to the revolutionary process and are graduates; the majority are specialists and five of them have master's degrees, most of the collaborating teachers are young; the quality of the service it provides and the good performance of its staff; deriving the approach of the strategic problem: the one that affects the good operation of the management and organization of the university village and with it the organizational development.the one that affects the good operation of the management and organization of the university village and with it the organizational development.the one that affects the good operation of the management and organization of the university village and with it the organizational development.
If the strengths are not used as part of the strategic scope of the management of the university village, the full satisfaction of the expectations of university education
Stage 3: Determination of the scenarios
Step 7: Projection of the scenarios
For the projection of the scenarios, the diagnosis carried out was taken into account, in order to obtain a prospective assessment as broad as possible (according to the information obtained) on the management and organization process in the university village. Group work was done for this purpose, using the nominal group technique.
Three versions of scenarios were determined: taking as a reference point a realistic scenario and based on this one, a favorable (positive) and an unfavorable (negative) one was defined.
Stage 4: Identification of organizational development in the management of university villages
Assuming the elements that make up the definitions of organizational development analyzed in chapter one, based on what is expressed by several authors, who define it as a response to change, a complex educational strategy in order to change beliefs, attitudes, values and structure of the organizations, so that they can better adapt to new technologies, new markets and new challenges, and the stunning pace of the changes themselves, for which it is possible to formulate a common strategy and at the same time different from the appropriate strategy, for other activities and / or strategic units. The strategy of each Strategic Activity Unit is thus autonomous, although not independent of the other Strategic Units, since they are integrated into the strategy of the institution.It allows to identify the application of the organizational development in the direction of the university village that must be well managed in order to satisfy the needs of its students.
Step 8: Identification and representation of village processes
In order to identify the processes of the university village, group work sessions are held, based on brainstorming, listing the activities that are carried out in each process in the area, resulting in the work with the group, the processes or subsystems involved in the direction of the village.
From the analysis of these processes, they were classified in terms of strategic, key or operational and support, remaining as shown in the aforementioned annex 21, from which the activities or processes determined as key to the organization of the village, describing the inputs and outputs of the process, the type of flow that exists, the suppliers and the clients, the name that generalizes it and who is responsible.
Process Preparation and training of students:
All the training programs are prepared in the student training process, which will be offered to the students in the process of providing the service of the university village. So in this process they will explain all the benefits of the training programs and the operation of the university, programs based on the existing regulations on the vocational conditions of the students, in order to prepare professionals, with an optimal quality:
Stage 5: Preparation of the action plan
The action plan carried out, defining for it the strategies, actions, responsible for the elaboration and / or application and a person in charge of the evaluation, as well as an execution period is detailed in annex 23.
Step 9: Definition of the key management factors (Indicators)
An indicator is still a numerical parameter that measures how well an activity, process or service performs. Therefore, it can be said that if the results are positive, it is feasible to continue developing the activity, but if they are negative, you will probably have problems in a short period of time.
The daily management and organization must incorporate a system of indicators based on a monthly management control in the village, those critical indicators that must be continuously reviewed and that result in a “photograph” of what is happening, and the indicators that are They apply to control the work processes that are usually carried out in an educational institution. For which the following indicators are proposed
No. of students enrolled.
Demand in training programs.
offer in training programs.
Productivity.
Student satisfaction level.
Complaints received.
Level of empathy and communication of the village staff.
organization operation
Obviously, the previous indicators are just some of those that each university village should consider based on its needs. Not everyone treasures the practicality required of any indicator, but depending on the characteristics of the organization and direction of the university village, its application may be required and necessary.
An effective system of indicators will provide valuable information, both quantitative and qualitative, that will allow coherent decisions to be made regarding what is happening in the university village, given that the information given by the indicators is a historical reflection in which It will no longer be possible to influence it, it is the only solution to be able to adopt preventive measures. Without preventive measures, there is a risk that management and the organization will fall into a negative spiral from which it will take a lot of work to get out, due to not knowing what is happening around them. So it is not enough to have an intuitive perception of what is happening, since all intuition must be supported by subjective indicators that ensure that you are going the right way.
Now and more than ever, information is power: power to see what is happening in the university village, power to make decisions in a safer way, and power to adapt to the changes that today's consumer demands.
Stage 6: Control system
The control system of the action plan is established from three moments: implementation, monitoring and final evaluation.
The implementation phase should be conceived as the process of articulating the action plan designed with the entire system, whose necessary steps are:
Communication and explanation to all involved.
Approval by the Board of Directors of the facility.
Establishment of a budget that supports the action plan.
Installation of policies, procedures, information and control systems that support the plan.
The monitoring phase is the process of systematic control over execution until compliance, which involves:
Analysis of the elements that have resisted change.
Analysis of the current styles in the process.
Analysis of the operation and strength of the group.
Evaluate decisions and their causes.
Evaluate the mission and scenarios (annually).
Update the objectives if: there are internal changes such as: deficiencies in your setting process; there are errors in the allocation of resources.
The results evaluation phase that is conceived requires the following:
• Compare the mission-vision with the results obtained (deviations and causes).
• Compare the expected scenarios with the current scenario (deviations and causes).
• Analyze decisions made and their causes taking into account: changes in the environment, allocation of resources, lack of management and support, and inadequate actions.
• Carry out an overall assessment of the action plan according to the fulfillment of the objectives:
1. If there are excellent results - the mission, vision and objectives are met. Assess positive aspects for future actions.
2. If there are satisfactory results - the objectives are met in a timely manner.
3. If unsatisfactory results exist - mission and objectives are not fully met. Specify the failure aspects and their corrective actions for the future.
For the feedback of the process, a commission will be formed, chaired by the manager as head of the area and a group of specialists, who will be in charge of reviewing the results of the action plan in each period, taking into account the previous indicators.
For the objectives, the defined managers will explain the results, as well as the deviations that exist in their fulfillment.
A periodic review will be carried out on them.
Emerging plans must be drawn up to anticipate changes in the environment.
The strategy will be evaluated every six months by the Board of Directors.
In general, this process can be further refined, determining the efficiency and effectiveness indicators that will enrich the control management process, which does not constitute a specific objective of this work.
Assessment of the impact of the application of the Procedure
In the development of an investigation there are several methods to carry out an economic analysis that supports its application; The most important thing is to take into account everything related to costs and benefits, derived from the establishment of the proposed procedure.
Therefore, a brief economic analysis was necessary to analyze the feasibility of the project through the cost-benefit ratio, making a comparison between the expected cost of implementing the procedure and the expected benefits of the research.
The cost analysis will include elements such as: work materials, transportation, food, human resources, and machine time. (Annex 24)
As the main result of this research, a procedure will be obtained for the application of organizational development in the management of university villages, which can contribute to the increase in effectiveness in comprehensive management, based on the real needs of strengthening management and organization to fulfill the objectives proposed in the achievement of its functions.
In addition, it is necessary to point out the set of qualitative benefits offered by the practical application of the proposed procedure, among them are: the designed procedure contains updated and detailed information on the aspects related to the subject, which constitutes reliable information to be used as a basis in other investigations with similar characteristics. On the other hand, it allows increasing efficiency and effectiveness in management and organization processes. The existence of a procedure for the application in the direction of the organizational development of the university villages,,It facilitates the updating of the most recent relevant definitions used and the possibility of developing said procedure as a vital tool in the world of the management and organization of university villages.
The results of the economic analysis carried out were evaluated by directors and specialists of the Sucre Mission, as well as by the researchers involved. The cost of conducting the research is valued at approximately 820 BF.
In order to develop the cost-benefit relationship in the implementation of the research, it was determined that said value is not representative in relation to the qualitative benefits exposed; therefore, it is stated that the application of the proposed procedure shows a positive economic impact.
Conclusions
Following are several conclusions derived from the results of the research carried out:
1. The bibliographic analysis carried out in the construction of the theoretical-referential framework of this research allowed to delve into the definitions, approaches, procedures and current trends in the organizational part that demands modern approaches in the organization, which allows it to achieve the levels of efficiency, effectiveness and flexibility in decision-making in the short and long term, as a way to obtain the quality required by this sector and so that it can be used as a management tool in the organization and direction.
2. In the bibliography consulted, there are few precedents in the treatment and application of this topic in the area of the organization and specifically in university villages, due to the absence of models, procedures and methodologies, according to the size characteristics., typology and category of the village under study, which has very specific characteristics given the services they provide.
3. For the design of an organization procedure in the Father Zaldívar university village, a working group must be created, made up of the management team, a set of technical specialists and advisers, supported by a series of methods and techniques that will be used throughout the process, such as: surveys, individual and group interviews, brainstorming, etc. Throughout plenary sessions they will be able to shape the entire design of the plan.
4. The proposed procedure consists of six (6) stages divided into three phases, which, when properly integrated, result in a successful organization and management of the university village, by virtue of which the achievement of organizational objectives is encouraged.
5. The proposed procedure gathers a series of characteristics, under the integration of various organizational procedures that allow it to obtain the expected results, of which it is necessary to underline the following: integral, participative, remunerative, permanent and universal.
6. The procedure for the application of the organizational development in the direction of the university village Padre Zaldívar ”, contributes to the increase in the effectiveness in the organization of this institution, taking as a base the real needs to strengthen the organization and direction, to fulfill the objectives proposed in the achievement of its functions.
7. In the set of qualitative benefits offered by the practical application of the proposed procedure, it is found that it contains updated and detailed information on aspects related to the organization and management of the university village, which can be used as a basis for other research with similar characteristics.
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