The purpose of this article was focused on determining the managerial skills or competences that will allow us to have an approximation of some aspects that could prevent or hinder the achievement of the objectives of a university organization in the context of municipalization, which gives it that innovative character. and of constant transformations which makes the procedures in this sense even more complex because a multiplicity of elements and processes that are related to each other intervene. In this sensethe coordinators or liaisons of the Bolivarian University of Venezuela and Misión Sucre in the state of Mérida, have a great historical commitment to direct the university processes which require managers with managerial skills from a comprehensive perspective that allows them to materialize through education the reconstruction of the social fabric closely linked to the construction of man and the new homeland, which visualizes that the true transformation of the university will materialize with the active participation of the people, of the communities. To carry out the work, a diagnostic survey was applied to the coordinators responsible for municipal university management in the State of Merida.
Introduction
In this historical moment that Venezuela lives whose policies are oriented to the growth and development of the country in which university education as part of the national educational system constitutes a fundamental element for the concretion of the refounding of the homeland, as part of a stage of the formation of the new man that the country requires at the present time, this formation must transcend the scientific and the technical with the aim of achieving the full development of the personality of a man with a high critical thinking, fit to live in a a fair, free, independent society that adds value to the preservation and enrichment of the environment, to the values of national identity, that promotes active, conscious and caring participation in the processes of social transformation.With this arduous task and in which great educational changes are envisaged, it requires greater attention to those who have the historical commitment to guide, coordinate, direct or manage municipal university education from the correct orientation, planning, execution and evaluation of their management management capacity, taking advantage of the extensive experience in the field of new educational policies, which must be analyzed in a comprehensive way that encompasses the academic, social and management fields.taking advantage of the extensive experience in the field of new educational policies, which must be analyzed in a comprehensive way that encompasses the academic, social and management fields.taking advantage of the extensive experience in the field of new educational policies, which must be analyzed in a comprehensive way that encompasses the academic, social and management fields.
Theoretical considerations Necessary to understand Management: In this section of the article, a brief theoretical review is presented that supports the investigation of a master's thesis. In this sense, a review of bibliographic and electronic sources in the area of knowledge was carried out: presents and analyzes the features of management in the capitalist (Weberian) model and in technocracy; Similarly, the delimitation of the term competencies, managerial competencies, is analyzed.
Management Approach in the Bureaucratic (Weberian) Model:
To understand what Management has been in the field of social sciences, it is necessary to approach the term of bureaucracy as an organizational form, it rests on rationality in the adaptation of the means to the intended ends. The term was first used in the mid-eighteenth century, and it was wielded to refer to the power of the body of officials and employees of the state administration constituted for specialized tasks (Weber, 1976).
The ideal Weberian Bureaucracy model is inspired by the extreme division of labor, with large organizational structures, numerous hierarchical levels and departments, with clear assignment of specialized tasks to each worker (Weber, 1976). These large structures lead to the establishment of a rigid and formal bureaucracy that affects decision-making by not allowing them to take place in a fast and timely manner, since authority by its powers imposes a logic of concentration of power at the top of the hierarchy, that is, the one who decides is always the one who occupies the highest position. The decision process is not very flexible and prevents the consensus and commitment of the majority. Since the decisions are made by the higher authority,This confers authority-empowered persons with coercion over subordinates.
It can be said that the term «bureaucracy» is in daily use and is used in the sphere of institutions, public organizations that make up the State, Weber himself considered the bureaucracy as a type of power and not as a social system. A type of power exercised by the state through its "ruling class", the ruling class.
Romero J. (2005), affirms the main epistemological assumption of the managerial conception of the capitalist company, we find it in the “Ideal Type” category of Max Weber, which is present in the capitalist company, where “an elite with a high degree specialization, clearly established division of labor, hierarchical structure of authority, regulatory body to govern the organization, capacity and technical knowledge. The attributes of the elite make up the instrumental rationality that corresponds to a technical efficiency associated with profitability with a system of authority to control the members of the organization, through "impartial rules" accepted as a kind of value system " legal-rational ”.
In this sense, the bureaucracy characterized by organizations burdened by paperwork, the difficulty of giving quick or efficient solutions, due to their own foundations based on a chain of command, in which each instance supervises and controls the other of lesser hierarchy, is presented., which lead to the division of classes and labor and a series of duties and privileges respectively; that is why in the highest level positions there is authority, which is always clearly defined and limited. It is important to point out that impersonality before decision-making is predominant so that personal interests and emotions are relegated to private life, outside the organization.
Management approach from the Technocracy:
Technocracy usually identifies with professionals from different areas of knowledge that it has in common, who have demonstrated the ability to manage the optimization of the means of production and the workforce with an economist perspective and attending to the interests of the owners of the media. production. The ideology of the technocrats. It is based on three elements; capital appreciation, science for the ruling class and technique for capitalism. They exercise political and ideological reproduction functions in favor of the owners of the means of production. Both the technocrats from the top and those from the middle levels can be capitalists in other companies and therefore are part of the bourgeoisie.
In correspondence with the thesis of value neutrality, technocratism considers management as an autonomous entity, devoid of social conditioning, and ignores the epistemological nature of management, restricting it to its instrumental aspects to maximize profits.. This thesis of the bureaucracy tends to strengthen the hegemonic power structure of the technobureaucracy, which is shaped as a dominant class where the different managerial elites that control the production of large companies converge, while influencing the state apparatus to support the “exercise of political power”, as proposed by Poulantzas (1970). In general, the technocratic approach is guided by a concept of profitability limited to the volume of production, prices and quality to increase the economic benefits that favor the elite associated with the big capitalist company.
Within this approach, management training will always have a utilitarian and operational sense, and very little will take into account the components of sociocultural commitment that is essential in the teaching-learning process of the public administration manager. The axiological training will be guided to mold the leadership and turn the manager into a balanced actor and in tune with the stability of the great capitalist company.
Classical authors of the administration that has influenced the objectification of the technocratic conception is Henry Fayol, who incorporated the so-called comprehensive analysis, which in fact follows the same line of Taylor but involves a more complex interpretation of the organization to try to give This has a social content through the study of the principles of scientific administration, specifically the following: division of labor, authority, discipline, unit of command, unit of leadership, subordination of the particular interest of the general, remuneration, centralization, hierarchy, order, equity, stability of personnel, initiative and esprit de corps. However, these principles are limited within strictly instrumental functions that Fayol defines for management, namely: commercial, technical, financial,accounting, security and administrative. These functions must be systematically applied by the top management in the company, becoming a kind of straitjacket for social action, which detracts from the human principles outlined above.
The intellectual effort of Taylor and Fayol had a decisive impact on the genesis of scientific administration. Their contributions correspond to an extremely operational vision of the organization. This pragmatism is based on the search for practical results, where the technical character prevails over the human character. Taylor and Fayol respond to a historical context marked by enormous demands for the modernization of the capitalist industry. The concern of both theorists focused on a structuring of the company that would take into account the role that the manager must play in the control of work. However, as well as the contribution to the level of systematization of the production process is recognized, it has also been pointed out that this approach has a limitation:it does not deepen the social character of the process because it does not value the human factor in all its dimensions. In this way, with Taylor and Fayol,The so-called scientific administration became a kind of techno-productive rationalism that operates to move the worker to produce more, just as is expected of any machinery, which works only for money.In line with the previous argument, and through a critical analysis of the teaching methods that focus on Taylorism, it has been found that the efficient logic that predominates in them has the clear intention of avoiding the following factors: the formation of values and human principles at work; worker self-management participation; the social distribution of profits; and the solidary interrelation of the companies with the needs of the worker. Specifically, a practical expression of this instrumental orientation is constituted by a certain nomenclature in the organizational language, in which man appears as a resource and not as a being.
Regarding the term competition
The word “competence” comes from the Latin competere (Grijalbo, 2003), which means 'to aspire, to meet'. Root from which also derives the verb competer, incumbir, to belong, to be invested with authority for certain matters, and the competent adjective, applied, especially, to those who effectively operate in a certain domain of human activity. Quoted by Pacheco L. (2008).
Competition is an underlying characteristic in an individual that is causally related to a standard of effectiveness or superior performance in a job or situation. They are fundamental characteristics of man and indicate ways of behaving or thinking that generalize different situations and last for a long time ”(Spencer & Spencer, 1993. Quoted by Martha Alles, 2003).
For its part, Beltramino S. (s / f), makes a comparison between two schools, to provide a general idea about the competences, based on their definition. According to the dictionary of the Spanish Royal Academy, the Competencies are referred to:
Aptitude: Suitability for the good performance of something.
Suitability: Adequate, Convenient.
Knowledge: Understanding, Intelligence, Natural Reason.
Capacity: Aptitude, Suitability, Intellectual Aptitude, Intelligence, Talent.
Skill: Dexterity, Ability to do something.
Efficacy: Virtue of acting.
Efficiency: Virtue or Faculty to obtain a certain effect.
Effectiveness: Quality of cash.
The difference between two schools
Behaviorist:
Origin: USA
Important authors: McClelland, Spencer & Spencer
What are the competencies ?: Characteristics that a person has in relation to their effective and / or superior performance.
Effective performance: expressed in specific results.
Competition = Superior performance
When there is no superior performance it is called minimum competence.
Iceberg Theory.
Constructivist:
Origin: Europe. Especially in France
Author: Levy-Leboyer
What are the competences ?: A competition not only arises from the function but also takes into account the importance of people, their objectives and possibilities.
Rejects the exclusion of less educated people, these people can create, be autonomous and responsible. The postulate is that if people are trusted, if they are believed in, they are given the chance to learn.
The development of competences should encourage the human being to:
to. Knowing - knowing: attitudes that are based primarily on disciplinary or general knowledge related to a science or an art, are due to obtaining specific knowledge.
b. Know-how: attitudes that allow knowing how to proceed or develop certain products or services, as a result of the accumulation of skills and abilities.
Knowing how to be: attitudes that allow us to cooperate with others based on a common goal, knowing how to behave in different situations, participating and committing oneself as a response to their natural characteristics of their way of being, which include personal skills, attitudes, behavior, personality and values.
Management: The term management comes from the business administrative paradigm that seeks efficiency and productivity in the organization. But, in this study it is analyzed from the point of view of university education institutions and not that of companies, since the objectives of both are different, education will be related to the social.
According to Solórzano L. (2008) Management has as its cornerstone the human being, who is the client, user, worker, member of a community, member of a State, etc. So, managing is achieving results through the action of other people who are provided with the right environment for decision making in a timely and correct way (E. Valdez, 1998). In other words, it is to persuade and mentalize with flexibility and ethics at all executive levels and in other workers to accept the proposed models of behavior, beliefs and values of the organization.
Management Competencies
According to Matos G. and Caridad M. (2009) for Hellriegel et al. (2002), managerial competencies are “a set of knowledge, skills, behaviors, and attitudes that a person needs to be efficient in a wide range of managerial tasks, in various organizations ”. In this regard, it is relevant to note that these are varied; inasmuch as one can contemplate the behavior from multiple points of view and arrive at definitions whose nuances are heterogeneous.
According to Solórzano L. (2008) Management competencies are those that facilitate how to do things to solve problems and make decisions within the process of organizational development.
Here the assimilation and accommodation of knowledge, methods, techniques and procedures in an informal and formal way is important, especially in situations of uncertainty. Management is to persuade and educate executive and worker levels to accept a flexible and horizontal organization. This leads to the creation of virtual human networks, where the organization will be able to self-develop based on the internal, methodical and systemic maximization of its members to assimilate the change and interpret the messages of the users.
Managing the processes of University Education
According to Aristimuño M. (2010) The managerial function of the university academic has been relegated, the training and development plans of the teacher, for the most part are focused on the functions of teaching, research and extension. Practice shows that those who hold these positions, despite having extensive academic and professional training, have limited performance due to lack of managerial competencies, which shows the existence of a divorce between the technical expertise that the teacher handles and the requirements that As manager and leader, the organization demands of you.
De Pelakais C. and Belloso L. (2007), in their study on the Evaluation of the management of the Academic Vice-rectors of the University of Zulia affirm that: Every leader must be a manager if he wants to carry out -and successfully- the objectives proposed by your organization. For years, a current of thought has been gathering force that has been gradually introducing managerial aspects into the world of academia; although this continues to be - for some "exquisite" academics - a taboo whose existence "offends" the dignity and majesty of the educational process. How, then, can management and academia amalgamate in the pursuit of excellence in higher education?
In this sense, it is important to highlight what Barroso (2001) pointed out in his book Meditación Gerenciales, which with extraordinary lucidity expresses: “Management is a daily exercise in personal development. (…) Management is an opportunity for you to turn your wishes into actions, so that everything is excellent. ” Quoted by: De Pelakais C. and Belloso L. (2007), in other words, the university must go in search of excellence in each and every one of its processes, considering that we are going through very profound changes in the way of seeing the Reality, and this, also includes organizations since universities do not escape the severe judgments issued by society, which calls into question and in constant and severe accusations the quality of all the processes inherent in it,even more so when it has been born as an alternative in the new model of university education, in this sense the role of the coordinator, leader or liaison is a fundamental input for the achievement of the objectives of the educational project, since their actions will be closely linked to: Knowledge orientation, leadership capacity, communication capacity, ethical values and capacity to build work teams, generate a favorable organizational climate, strategic thinking, decision making and facilitator of authentic transformations. According to Córdoba Y.(2008) The Bolivarian University of Venezuela is “Conceived from a theoretical-methodological perspective that configures a new way of thinking about what a university should be and how training processes should be faced from a perspective that differs from the traditional one, the UBV it is a faithful reflection of the Bolivarian Revolution ”.
However, it should be noted that semantic deviation is usually understood among university students that the only "managerial" position in the midst of the immense maremagno of bureaucratic positions in the university is that of the Administrative Vice-rector. Nothing more false than that. The rector, the vice-rectors, the secretaries, the directors of central dependencies and of schools, the deans, the heads of professorships and departments, the classroom teachers, as well as the university co-government organizations, shall apply in the exercise of its functions are managerial criteria, under pain of failing to meet goals and losing immense potential for growth and institutional development. De Pelakais C. and Belloso L. (2007).
As a consequence of the aforementioned, these managerial criteria are observable in the context of municipal university management when the coordinators or liaisons integrate not only academic or pedagogical management into their daily tasks, but also planning, evaluation, control, supervision and monitoring, considering that these functions go even further motivated that the organization must be a space for the exchange of knowledge at all times, which are determining factors for cultural, social, political and economic development.
Methodology: In order to solve the scientific problem posed and based on the partial conclusions resulting from the construction of the referential theoretical framework, this article will present the methodology used for the development of this research. Emphasizing that in the generation of knowledge, the application of a methodological design is essential, which guarantees a logical, systematic and coherent way, through the use of processes, methods, as well as techniques to achieve the objectives.
Type of Research: In order to carry out this research, the qualitative methodology is applied, which according to Michael D. Myers (2004) assumes that social reality is historically constituted and that it is produced and reproduced by people. The main task of critical research is seen as one of social criticism, which is why the restrictive and alienating conditions of status come to light. Critical research focuses on the oppositions, conflicts and contradictions in contemporary society, and aims to be emancipatory, that is, it must help eliminate the causes of alienation and domination. The reason why its application is justified is given by the nature of the object of study, since it has to do with the investigation of aspects of a human process nature,which is closely related to the work of human beings.
Population and Sample: An important aspect to consider in this investigation was the delimitation of the study population or universe and its definition. In this regard Ballestrini (1998), points out that… a population or universe can be referred to any set of elements of which we intend to investigate and know its characteristics, or one of them, and for which the conclusions obtained in the research will be valid. In this case, the investigation, as it was a matter of determining the managerial competences of the academic workers who carry out coordination functions, the population was made up of all those instances and people who in one way or another are involved in the Coordination of Municipalized University Education in the Merida State. As the small population took 100% of it,transforming it into a census population, hence there was no need to select any sample.
Data collection: At this stage, the data collection techniques of qualitative research can be grouped, based respectively on direct observation and the use of documents. The collection instruments are varied, such as observation grills, interviews, newspapers, among others, therefore the instruments can be considered as the set of tools necessary to search for the characteristics and information required, to develop with research successful.
Determination of managerial competences with an alternative approach linked to the social transformation that the country is experiencing.
The collection of data and its due processing allowed a description to be made of the situation under study. In this sense, this collection was carried out in the form of a survey of key informants, on the assessment of what they think the managerial competencies or skills are developing in the work team to which they belong to exercise adequate direction or coordination. In this category, the opinions of the experts as well as that of the coordinators of the Bolivarian University of Venezuela and Misión Sucre were taken into account.
The survey was carried out by means of closed questions using a numerical evaluation scale made up of 1 to 10 as follows:
1-3 Competitions with series problems
4-6 Developing Competencies
7-9 Competencies with good development
10 Competences with excellence
• For said survey, a simple random sample was taken
• The SPSS version 14 statistical program was used for data processing, where everything related to descriptive statistical analysis was performed.
Results and Analysis: Essentially, the results achieved in carrying out this research are shown and the competencies currently required by the groups or work groups responsible for coordinating or directing University Education within the framework of Municipalization are analyzed.
Determination of the necessary managerial competences with an alternative approach linked to the social transformation that the country is experiencing.
Learning Capacity Competition:
Decision Making Competition:
Communication Competence:
Technical Knowledge Competition:
Excellence Competition:
Leadership Competition:
Planning-Organization:
It is important to highlight that in each block of the competencies to be developed, the Coordinators of the Undergraduate and Mission Sucre Training Programs were asked to add any number of additional competencies, if it seemed convenient, to meet the demands of the transformation. of the university organization whose central and strategic political aspects are highly linked to the National Project of the Country. In this context and within these categories we can cite "social commitment", values training, environmental education, among others, which are currently the object of study in the master's thesis.
Conclusion and recommendation
The Bolivarian University of Venezuela and the Sucre Mission represent a policy of transformation of the new university education and until now has represented a significant advance for the Venezuelan people due to its social relevance; However, there is still much to be done and to specify the objectives for which each of them was created, it is necessary to follow up on the tasks carried out and to allow the generation of knowledge relevant to the needs of the country.
Regarding the determination of the managerial competences of the coordination team, it was observed that there are competencies with good development such as that related to technology and learning, however there are competencies with serious problems which must be addressed, including communication, which can be affirm that it constitutes a transversal axis for municipalized university management since it is a factor that intensifies and supports each of the processes, which in turn will contribute to generating the necessary changes at all levels, be it community, university villages, coordination teams.
The commitment of the authorities and the coordination teams for the formation of the liaisons and / or coordinators in the functions inherent to university management is of utmost importance in such a way that they do not cover only the academic, in this sense it is recommended to design a strategy to implement management training and development programs, in which, within its contents, the competencies required by the management teams identified in this study are considered.
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