Management by values in the Cuban airport company

In the current context, the Cuban state plans to carry out a new economic model, among its objectives is: To improve the methods of business leadership and management through the rational and consistent use of the rules and procedures established in the "Regulation for the implementation and consolidation of the Cuban business system ”.

Taking the ¨Antonio Maceo¨ international airport as a reference, where its management structure suffers from insufficient integration and systematic work with values in the different processes. It is proposed to put into practice a methodology with which to achieve more effectively in the organization, roles and relationships; as well as better results in internal planning, management, evaluation and control processes.

address-by-values-cuban-company-of-airports

Introduction:

Management by values is a new tool for strategic leadership, to understand and apply knowledge, based on a dialogue on values that guides daily activities.

Values identify the results that most expect, guide actions, and determine whether organizations will succeed or not. When values are aligned, high morale, trust, collaboration, productivity, success and results can be achieved in the workers. Therefore, values are formulated, taught and assumed within a concrete reality and constitute the central axis of the actions of organizations.

Management is a process that is consubstantial with directly social or collective work, which establishes a harmonious link between the various individual activities, which is why it constitutes a material condition of production and a special function that emerges from the nature of the social process of work.

It is of vital importance at present to implement the management by values in the Cuban Company of Airport and Aeronautical Services (from now on ECASA) and its Base Business Units (from now on UEB), so that in turn this training reaches even the workers in every environment and become a social movement capable of defending the Revolution and maintaining the conquests achieved by socialism.

It is considered necessary to investigate on the subject because precisely studies carried out previously have remained in the field of design and validation of management itself by values. The impact of this way of directing in areas as important as in Cuban civil aviation and its impact on society are not considered. There are no known strategies for managing by values that allow them to be measured and articulated, which is necessary to reveal the impact of their behavior, so they do not become products actually used in the different entities that support such processes. implementation and validation.

The empirical confirmation seen in the documentary review, the observation of activities, the application of interviews and surveys to members and volunteers of the UEB of the ¨Antonio Maceo¨ international airport in Santiago de Cuba; It allowed to identify a set of situations that problematize the management process, among which the following stand out:

Poor use of management elements in methodological work at organizational levels. Insufficient integration and systematic work with values in different departments to multiply the effects of training in values at all levels of management. UEB management and strategic planning from the management process.

The elements previously exposed allow to identify as scientific problem of this research: insufficiencies in the management and direction of the ¨Antonio Maceo¨ international airport. The object of the investigation is the process of strategic management and the field of action is the management by values in the process of strategic management.

In correspondence with the object and the field of the investigation and as a way of solution to the scientific problem, the objective of the present investigation is the following: To elaborate a procedure for the Direction for Values in the international airport ¨Antonio Maceo¨.

For the development of the research, the following were outlined as specific objectives:

Diagnose the need to develop a methodology to apply the management by values in the UEB of the international airport ¨Antonio Maceo¨. Process the information that fits the elaboration of the methodology to implement the process of management by values in the UEB. Determine the theoretical methodological procedures that contribute to the management by values in the UEB. Design a methodology directed to the insertion of the management by values in the international airport "Antonio Maceo". Assessment of the consensus of the experts about the proposed methodology.

The hypothesis is formulated: The implementation of a procedure for the insertion of the Directorate for Securities can constitute an effective way to perfect the strategic management process at the UEB of the ¨Antonio Maceo¨ international airport.

The research that supports this work involved a process of theoretical inquiry as expressed below:

Methods and techniques at the theoretical, empirical and mathematical processing levels were used, in correspondence with the research problem to be solved and with the objective set.

Among the theoretical level methods were used:

Historical and logical: for the determination of historical antecedents of the direction by values by means of the study of scientific bibliography of several authors related to the problem of the investigation. Analytical-synthetic for the evaluation of the various sources used and of the results obtained in the diagnosis and evaluation phase of the designed proposal.

From the empirical level were used:

Documentary analysis to obtain information and data derived from the study of texts, documents and from the review of reports resulting from the control of the work of the members of the organization. Survey of UEB members and volunteers to diagnose the real situation of the incorporation of the management by values and verify the level of knowledge on fundamental concepts. Interviewed with members of the structure had the purpose of determining the existence of defined processes for the management of values and, if any, what type of assurance they receive.

The criteria of experts was considered for this investigation, with a view to obtaining a general consensus based on the confrontation of their opinions to evaluate the feasibility of the proposed methodology.

As a statistical and mathematical processing method, those related to Descriptive Statistics were used, which made it possible to assess the results achieved with the use of the proposed methodology.

The population universe consists of 311 members of the UEB structure of the ¨Antonio Maceo¨ international airport. The sample intentionally taken is 10 members of the structure who serve as cadres in key result areas, representing 32% of the population.

Justification and feasibility of the investigation.

Through this work, the airport management will be able to use its results to define the steps to be carried out for the implementation of a procedure that allows the application of the management by Values as a leadership tool based on values with a triple purpose: to simplify, guide and commit, in order to develop the commitment to quality professional performance on a daily basis, and channel the strategic vision of where the company must go in the future, also based on the fact that it was taken into account that the center has a Quality Management System certified according to NC ISO 9001-2008 and thus it is possible to maintain the same line of work.

Today an organization has to know what it represents, and on what principles it will operate. Organizational behavior based on values is no longer an interesting philosophical choice: today more than ever it is an imperative for survival.

The scientific novelty of the research is determined from the way in which the elaborated procedure is presented, which satisfies the needs and responds to the potential of the UEB, in accordance with the Quality Management System existing in this facility.

The practical contribution is the actions described in the procedure for the insertion of the Management by Values, which nourishes the ways for the improvement of the management process.

Structure of the work:

The work is made up of a summary in Spanish and English, introduction, three chapters, conclusions, recommendations, bibliography and annexes.

Brief analysis by chapter:

This work has in its structure an introduction that reflects the importance, timeliness and need for research on the subject as well as the design to solve the problem presented. Chapter I reflects the theoretical foundations that support the research from the positions assumed by the author. Chapter II describes a methodology to solve the problem presented and Chapter III presents the result of the opinion of the experts consulted about it. By way of conclusion, some general reflections are made on the results obtained during the research process. Next, a group of recommendations is proposed and finally the bibliographic sources consulted as well as the body of annexes that accompany the assumed criteria are exposed.

Development

Management by values is a form of managerial leadership based on the fundamental values that, based on the mission and vision of the institutions, fosters effective communication, making daily practices are carried out in a pertinent and successful way, since based on values .

Talking about values is broad and complex, since the objective qualities of human beings intervene, personal improvement, which gives meaning to life, the life project or individual and collective identity.

According to Barylko (1996), "the value is in the conduct, in the behavior and not in the ideas that express how man should behave" that is, what is demonstrated is done by example and not by words, this leads man to believe in himself and consider himself a worthy person.

The importance of values lies in the fact that they become a motivating element, define the fundamental and definitive nature of the organization and create a sense of identity of the personnel with the organization, they are also the main drivers of the actions of people and organizations. They are the ones that give cohesion and a sense of belonging and establish ethical commitments, between its members, and the organization with its clients and partners. Values identify the results that most expect, guide actions, and determine whether organizations will succeed or not. When values are aligned, high morale, trust, collaboration, productivity, success and results can be achieved in the workers. Therefore, the values are formulated,taught and assumed within a concrete reality and constitute the central axis of the actions of current organizations.

Conceptualization of the Values:

The sudden changes in the environment will force us to act on the basis of principles and values that give man a high level of freedom to orient himself in correspondence with the changing conditions of the environment. When many people live the same values, those shared values acquire a social dimension, although their most intimate root continues to be their individual practice. When values are lacking or they are not sufficiently strengthened in personal and collective behavior, individuals and societies become mediocre, conformist, facilitators, without a vision and without great spirit to undertake the new and assimilate the changes.

The concept of values is very complex, therefore, reference will be made below to some criteria proposed by different authors:

According to Siliceo (1997), values are the foundations of all human culture and therefore of all organizational culture. These conform the ethical principles and the philosophical support of the being and the work of the company, which will optimally allow the achievement of the objectives of productivity, quality, commitment and satisfaction of its staff and its clients. Values are the main drivers of the actions of people and organizations, are those that provide cohesion and a sense of belonging and establish ethical commitments, between its members, and the organization with its clients and partners. (Tom Peters) Values are the foundation of organizational culture, they provide a common sense of direction for all members and set guidelines for their daily engagement,inspiring the raison d'être of each institution, they are explicit in the will of their founders as well as in the formalization of the mission and vision of the organization. (MsC. Irela Barreras Cedeño) The Dictionary defines it as the "moral quality that moves people to commit resolutely to large companies and face fear without danger." In general, it is agreed that in axiological terms this word that comes from the Greek, means what it is valuable, valuable or worthy of being honored, it also means the axis around which essential elements revolve.»In general, it is agreed that in axiological terms this word that comes from the Greek, means what is valuable, valuable or worthy of being honored, it also means axis around which essential elements revolve.»In general, it is agreed that in axiological terms this word that comes from the Greek, means what is valuable, valuable or worthy of being honored, it also means axis around which essential elements revolve.

In Cuba, the revolutionary struggle has historically been a great battle of ideas. In the current conditions, the Commander in Chief defined it as: «The battle of truth against lies, the battle of humanism against dehumanization; the battle of brotherhood and brotherhood against the grossest selfishness; the battle of freedom against tyranny; the battle of culture against ignorance; the battle of equality against the most infamous inequality; the battle of justice against the most brutal injustice; the battle for our people and the battle for other peoples, because if we go to its essence it is the battle of our small country and of our heroic people for humanity ».

The need to deepen and strengthen education in values for all socializing factors, is an important task today more than ever throughout the world. It depends on saving the most precious thing that has existed on our planet: the human being.

We must not forget that during the first years of the nineties, Cuba was doomed to an economic collapse, as a consequence of the collapse of the socialist camp and aggravated by the intensification of the imperialist blockade.

This was only possible to overcome thanks to the work of the Revolution that fostered the unwavering firmness and unity of the people, an expression of their moral strength, the capacity of the socialist State to direct scarce resources towards the country's priorities, under the wise leadership of the Party. and from Fidel, to the creative initiative of all those committed to this just cause and the implementation of obligatory economic measures, including: the decriminalization of the dollar, the reopening of the agricultural market, the expansion of self-employment and the increase significant international tourism.

The aforementioned previously brought with it, in a part of the population, the deterioration of certain values, such as honesty, responsibility, solidarity, honesty and a change in their hierarchy. The results obtained in numerous investigations carried out show, in addition, the lack of a coherent, systematic and integrated action of the different socializing factors to educate in values.

Based on these foundations, the author of this work made a diagnosis of the knowledge of the values that exist or should exist in the Company, for which four fundamental activities were carried out:

The system of values already applied by the company ECASA.SA was searched and studied, reaching the conclusion that it was obsolete in relation to the contemporary nature of the subject and was not applied as it was conceived, since it was carried out without a diagnosis. Able to characterize in each airport and UEB, the prevailing and characteristic values of each one of those places. Techniques were applied to analyze the values that exist or should exist in the entity, it was applied through written surveys. A work was carried out to analyze the results, using the calculation program. Once the results of the analysis of the surveys had been obtained and all the values selected by the leaders of the Board of Directors and the working groups had been reviewed,A final proposal was prepared in correspondence with those that coincided, leaving a total of 6 identified values and their concepts, these were:

Personally:

Ethical values.

Modesty: humility, the lack of vanity and no ostentation of their own myths. Dignity: it is respect for oneself, for the country and for humanity. Honesty: it is expressed in rectitude and integrity in all areas of life and in the action of living on their own work and effort.

Practical values.

Efficiency: it is expressed by measuring the level of execution of tasks, how things were done and measures the resources used. Efficacy: it is expressed in making an attempt or purpose effective, which are related to the reasons that indicate capacity or success in the Tasks Quality: it is expressed in doing things, predominating the concern to satisfy the client and to improve, day by day, processes and results.

Those who represent the Company.

Ethical values.

Responsibility: it is the fulfillment of the commitment contracted before himself, the family, the collective and the society. Leadership: it is expressed in being an example, authority, being a leader in the main activities and the will to fulfill the tasks. Patriotism: it is loyalty to history, homeland and the Socialist Revolution and the full disposition to defend its principles for Cuba and the world.

Practical values.

Quality: it is expressed in doing things, predominating the concern to satisfy the client and to improve, day by day, processes and results. Teamwork: it is expressed in cohesion. Communication, cooperation, active, creative participation and unity of action in the fulfillment of tasks and group spirit. Competitiveness: it is expressed in maintaining comparative advantages that allow reaching, sustaining and improving a certain position in the socioeconomic environment.

Finally, these six values were defined, which appear properly conceptualized in the UEB frameworks but without any other type of treatment.

Importance of research and application of the Thesis at the present time in aviation in Cuba.

This first decade of the 21st century makes it clear to us that we are not in a time of change, but that the changes underway are changing the time. Putting VpD into practice clearly means introducing a culture change in the organization, it is a values-based direction to improve the quality of life of both the organization and individuals through the exercise of trust, responsibility and commitment.

It is a mistake not to dedicate enough reflection and resources to the human aspects for managing change in the way we think and do things. It is evident that if man is not taken into account as the main capital of the organization, it is very difficult for it to progress to the desired results. Leading is a human process that develops with men and for men.

Today in our country, work has been done through various avenues in the formation of moral values, which face erosive behaviors in exceptionally difficult conditions of the titanic task of building a new society, and it is evident that values must be reaffirmed, for which in our work the critical analysis of Martian thought and the Concept of Revolution, enunciated by comrade Fidel Castro Ruz on May 1, 2000, was taken as a reference. Since for the historical destinies of the Revolution, it is important that in the population and therefore in this entity, a set of values are reinforced, towards which the actions of each of the factors of society should be oriented, within its diverse missions and educational influences.

Some of these values seen from the Martian ethic and from the Concept of Revolution expressed by Commander in Chief Fidel Castro on May 1, 2000, are valued in the following ways:

HONESTY:

It expresses itself by acting in a sincere, simple and truthful way. It allows expressing a critical judgment and being able to recognize their mistakes in a timely manner, place, and form, in order to contribute to their own, collective and societal good. It is to achieve harmony between thought, speech and action.

Of the ethics of José Martí.

He who wants nothing for himself will always tell the truth… The truth is reasoned, recognized, felt and loved. Words dishonor when they do not have a clean and whole heart behind them.

Of Fidel Castro's ethics.

It is never lying or violating ethical principles.

Associated modes of action

Unrestricted attachment to truth. Be honest in your speech and consistent in your action Be courageous to express what you think Combat the manifestations of double standards, hypocrisy, treason, fraud and lying Be self-critical and critical

LABORIOUSNESS:

It is expressed in the maximum use of work and social activities carried out from the awareness that work is the only source of wealth, a social duty and the way to achieve social and personal goals.

Of the ethics of José Martí.

Work, this most sweet consolation, this source of sources, this source of origins, this chisel, brush, creator, evocative, this friend who unites, adds, smiles, enlightens and cures… work pleases me.

Of Fidel Castro's ethics.

Work has been the great teacher of humanity, the great promoter of humanity… work is not a punishment, work is an honorable and dignified function for each man and woman.

Associated modes of action

Show full dedication to the work and social activity they carry out. Possess the ability to face obstacles and find solutions to the problems presented in the social activity that is carried out. Comply with discipline, efficiency and quality in the tasks assigned. the greater their social contribution in the activity they carry out, combat any manifestation of accommodation or loitering

RESPONSIBILITY:

It is the fulfillment of the commitment contracted before himself, the family, the collective and society.

Of the ethics of José Martí.

It cannot be, seeing a duty and not fulfilling it is missing it. ^twenty

Of Fidel Castro's ethics.

The most sacred duty of this generation is to devote itself to the development of the country, what is important is our conscience, our understanding, our attitude, that the effort of this generation must be devoted to development. ²²

Associated modes of action

Develop with discipline, conscience, efficiency, quality and rigor the assigned tasks. Assume criticism and self-criticism as a powerful instrument of moral self-regulation. Promote a climate of commitment, consecration and level of response to the assigned tasks. Know and respect socialist legality. Promote a mode of democratic participation. Respect, defend and promote economic awareness. Take care of the environment.

JUSTICE:

It is the respect for social equality that is expressed in human beings who are creditors of the same rights and opportunities, without discrimination for differences of origin, age, sex, social occupation, physical, mental, cultural development, skin color, creed and of any other nature

Of the ethics of José Martí.

As long as justice is not achieved, they fight.

Of Fidel Castro's ethics.

It is to fight for our dreams of justice for Cuba and for the world.

Associated modes of action

Comply with and enforce socialist legality Fight against all kinds of discrimination in the family and social spheres Promote in the political, economic and social spheres the incorporation of the full exercise of equality Objectively assess the results of any work and social activity Contribute with your criteria to the selection of people who by their merits are worthy of moral and material recognition.

As the Base Business Unit of the ¨Antonio Maceo¨ airport is in Business Improvement, the Process Values were also defined.

Empathy: To understand the client.Solidarity: To help the client.Good communication: To understand the client and try to understand the entity's position.Integration: To take advantage of the strength of the union of the collective, the suppliers and the distributors. To promote the synergy that is achieved in group work. Efficiency: To reduce expenses and consequently attractive prices for the client. Discipline: To comply with product and process standards. Information: To understand and assist Clients: Improvement: As a way of development Control: As a way to evaluate performance Independence: To break the rules whenever necessary and convenient Training: As a way to overcome Creativity: To find solutions to problems and generate new products.System approach: To not seek local but global optics. Future vision: To not allow the future to be sacrificed for the sake of the present.

In addition to the above values, it is necessary for the management to have others such as:

The satisfaction of the internal client: The recognition that this is the fundamental weapon that the entity has to generate profits, satisfy the client, promote and apply new ideas, and consequently it must be formed, informed and stimulated.: As a way of ensuring the coincidence between what is said and what is done. Leadership: As the best way to possess power of drag. Objectivity: To make sound decisions and that corresponds to the reality of each moment.

Now, it is not enough to diagnose and know the values that have or should exist to be able to apply the direction by values, it is also necessary to know which premises are necessary for the application of the procedure?

We could define these as:

Commitment and willingness of senior management and members of the organization for effective implementation and execution. Consolidated organizational culture, which promotes change, teamwork, access to information, so that collective commitments are generated for new projects and Exciting: Within the framework of the organization, all its functions and processes are closely related at all times, due to the need for harmony, integration and coherence to achieve correct operation

Once all these elements are known, we are already prepared to present a proposal for a Methodology for the insertion of the Values Department in the UEB of the ¨Antonio Maceo¨ international airport.

Starting from the studies related to the topic, the author of this research joins and adapts for the elaboration of the same to what was written by Salvador García & Shimon L. Dolan, to establish the phases of the methodology.

It consists of 5 phases:

Phase I: Diagnostic.

Objective: Demonstrate the need for change in the organization.

Phase II: Training of the members of the organization.

Objective: Train the members of the organization.

Phase III: Determination of strategic and shared values.

Objective: Define existing and desired values.

Phase IV: Implementation and Development of Management by Values.

Objective: Implement values-based management to improve the quality of life of both the organization and individuals through the exercise of trust, responsibility and commitment.

Phase V: Evaluation and redesign.

Objective: To ensure the institutionalization of the values-based management process and ensure its integration into all UEB management practices.

Style of the procedure presented:

Based on these premises, the development of a procedure is proposed, taking into account that the UEB is in Business Improvement and has a Quality Management System certified according to NC ISO 9001-2008 and therefore the procedure created is in accordance with the established the center Quality manual, trying to maintain the same line of work and avoid excessive documentation and it is as follows:

objective

Need for a more advanced management style that influences Human Resources.

Scope.

This procedure will be applied in the Implementation of the Management by values in the UEB of the Antonio Maceo International Airport

Reference documentation Definitions. Responsibilities. Description of the activity.

6.1. Application of surveys by work areas to diagnose and conceptualize values.

6.1.1. Identify the shared values that exist in the organization.

6.1.2. Characterize the selected values.

6.2 Linkage of defined values with the behaviors of workers in each area.

6.2.1 Identify the specific behaviors present in each area.

6.2.2 Associating shared values with behaviors.

6.3. Implementation of the Securities Management.

6.3.1. Focus the action plan by objectives based on the shared values identified.

6.3.2. Formulate the mission, vision and policy of Human Resources Management based on the values identified for the selection and recruitment of staff.

6.3.3. Support for the implementation of operating procedures in the conduct of workers associated with shared values.

6.3.4. Add to the PG-2001-07 Customer Satisfaction of the Management Process aspects related to the proper use of management by values. 6.4.1. Assess the effectiveness of the management of the

6.4. Evaluation and continuous improvement.

Management by values adding it within the PG-2001-06 Revision of the SGC by the management.

6.4.2. Prepare, propose and approve the improvement program.

6.4.3. Follow-up to the continuous improvement process.

7. File of documentation evidencing control and its records

Diagnostic result report.Effectiveness result report.Customer Satisfaction status document.Proposed Corrective and Preventive Actions.Improvement Program.

8. Procedure for controlling the activity or operation, as established in the PG 2001-08 Data Analysis.

The procedure will be controlled every six months through the state of customer satisfaction and the report of the result of the effectiveness of the Management and Control Process.

Control the Non-Conformities detected during the application of this procedure, as well as the corrective and preventive actions, according to the PG 2001-04 Control of the Non-Conforming services, Corrective and Preventive Actions. 10. Annexes.

III. Contributions or Criteria of the author.

After having made the assessment of the proposed methodology, analyzing the criteria of the experts and workers, in the author's opinion, it is important to take into account some aspects that can be decisive for the effective application of management by values, these are:

Internal and external communication. Knowledge by the management of job satisfaction and productivity.

With regard to communication, according to the author, according to previous studies, the organization must take into account that the only way to motivate workers is by communicating with them and that is where their importance lies, since it is a social process through which the administrative functions of: planning, direction, organization, control and innovation are fulfilled.

To demonstrate with examples how this influences the effectiveness for the implementation of the procedure, the author took on the task of knowing how it works in the UEB, for which a diagnosis was made on the state of internal and external communication for to be able to evaluate the current state of communications and thus to be able to identify where the weaknesses are from which communication practices could be refined and reoriented, to set communication objectives, policies and strategies, which promote a more efficient result in the consolidation of the System Management and Business Management of the organization.

What objectives were sought with the diagnosis?

Identify the gaps between the current behavior of Communication Management in the company and that established in Decree 281 related to the Business Communication System. Compare the concept of Business Communication with that operated between the managers and workers of the company, attending to the use of communication channels. Characterize the features that distinguish Communication Management as part of Business Improvement. Characterize the current state of communication processes in ECASA. Identify existing communication flows in the organization. Determine the channels that They are using the upper controls to communicate with subordinates and vice versa. Carry out a survey of the main problems related to Communication Management in the organization.Propose the elements to take into account for the design of the Company's Communication System (Communication Management Manual).

In order to carry out this work, workers were surveyed through the primary information gathering method based on asking questions, orally or in writing, to a specific group of people. In this case, the so-called questionnaire survey was used, which consists of preparing a printed form with questions, which was applied to workers in the different areas of the entity. It aims to measure internal communication, image, culture and organizational climate. In its preparation, open, closed and mixed questions were used to exploit the advantages of each of them. Their results were also complemented with those obtained by the rest of the methods and techniques used in the diagnosis.

To determine the number of workers to survey, the sample size was calculated:

n = _______N______

1 + E2 x (N-1)

Z2 x 0.25

where:

n: sample size (number of workers to apply the survey)

N: Size of the universe (total number of company workers)

E: Sample error (as much as 1)

Z: Z value (1.96 for a 95.5% confidence margin)

Subsequently, this sample size was proportionally distributed among the main areas of the organization to guarantee uniformity and coherence in the selected sample, remaining as follows:

Dependence	Universe	Shows
UEB Santiago de Cuba Airport	312	16

The surveys were applied to a greater number than that calculated for each structural area, and the ones that provided the most information to the study were subsequently taken.

In order to evaluate the Communication Management linked to the consolidation process of the Business Management System, it is necessary to characterize the Institutional Communication, for which the analysis of the perception that internal publics (Managers and Workers) have about the same.

When reviewing company documents, it was found that:

The company has a well-prepared Business Improvement file, which is the guiding document for business activity.

The comprehensive strategy that includes: the Mission and Vision, shared values and strategic objectives, which in turn have different strategies for its implementation, has been prepared by the management of the ECASA company. The UEB has a well defined mission and vision; and the middle managers and workers have been informed. The UEB has a Quality Management System certified by the Burea Veritas and the Cuban National Standardization Office (ONN), following the NC ISO: 9000-2001 standard. The UEB has with an updated Marketing Plan that constitutes one of the basic management tools of the organization where the main actions that will enhance its marketing activity are determined, based on the Global Strategy, the Mission, Vision and Strategic Objectives.,concentrating the available resources depending on the positioning of its products or services in the identified target markets. This outlines all the guidelines for effective external communication actions that allow the achievement of its commercial objectives. There is a general procedure for the organization of the company's marketing system that allows the Marketing System of ECASA SA to be in accordance With the provisions of Decree 281, it regulates marketing actions based on the fundamental elements that make up the System and guarantees the implementation of the Marketing System, based on the Company's General Objectives and the scope of its strategy.This outlines all the guidelines for effective external communication actions that allow the achievement of its commercial objectives. There is a general procedure for the organization of the company's marketing system that allows the Marketing System of ECASA SA to be in accordance With the provisions of Decree 281, it regulates marketing actions based on the fundamental elements that make up the System and guarantees the implementation of the Marketing System, based on the Company's General Objectives and the scope of its strategy.This outlines all the guidelines for effective external communication actions that allow the achievement of its commercial objectives. There is a general procedure for the organization of the company's marketing system that allows the Marketing System of ECASA SA to be in accordance With the provisions of Decree 281, it regulates marketing actions based on the fundamental elements that make up the System and guarantees the implementation of the Marketing System, based on the Company's General Objectives and the scope of its strategy.is in accordance with the provisions of Decree 281, regulates marketing actions based on the fundamental elements that make up the System and guarantees the implementation of the Marketing System, based on the company's General Objectives and the scope of its strategy.is in accordance with the provisions of Decree 281, regulates marketing actions based on the fundamental elements that make up the System and guarantees the implementation of the Marketing System, based on the company's General Objectives and the scope of its strategy.

ECASA as a company does a strong job of external communication, maintaining a solid corporate image, for which it has:

Catalog of products and services: aimed primarily at the external client, in which the general characteristics of the organization and specific to each UEB are described (includes location data); and they detail the products and services that it provides throughout the length and breadth of the country. Corporate Visual Identity Manual: where the visual and conceptual identity features of the organization that identifies and differentiates it from others are defined. This manual constitutes the pattern for the mapping of all the communicative actions of the company. Signage Manual: It gathers all the guidelines of the Signage System that is established by the company (following the Cuban norm established for this purpose), which has a inviolable character.This manual at the end of its pages has an annex that allows users to collect their opinions, which represents an important source for the permanent improvement of this tool.

In relation to other documents related to the Institutional Communication, it was detected that:

The UEB has not prepared the communication strategy, both internal and external, with its respective action program, aligned with the general strategy of the organization. The responsibilities of the members of the organization related to the communication process are not specified, including political and mass organizations. The existing communication channels are not well defined, the information is provided by them spontaneously although it is not defined who should carry out each communication within the organization.

The company's Human Capital Management System, which in turn responds to that of the UEB, establishes that the participation of workers in decision-making will be facilitated through the following communication actions:

Performing weekly morning sessions (agile and concrete), designed for the analysis and discussion of the fulfillment of the functions and tasks assigned to collectively project the pertinent actions that enable their efficient and effective fulfillment. They are the most direct and effective way to provide and receive information; It serves as a field to give incentives for the work results obtained. The morning session is compulsory for all the directors and workers of the company. The board of directors of the specialties as a framework to deal with the guidelines issued by the Board of Directors. The preparation of tables that have a monthly frequency constitutes a meeting of vitally important for their training in all technical, political and business issues.Participation in the monthly assemblies of affiliates of the Director's union section with all its management and control team.

In the questionnaire applied to UEB executives, it was found that:

The themes that predominate in the information issued and received by managers:

Compliance with policies, economic plans and physical indicators. Percent to pay for results. Situation of savings in the company. Safety and labor protection. Management issues. Development of services. Operational and service information. Technical information of the activities that are carried out. They carry out information related to the quality management system, issues related to quality and production, working conditions and lunch (customer service), technical status of the equipment, status of supplies and problems with storage.

In the UEB there are basically two communication flows: vertical ascending and descending. Although the horizontal flow in the interchange between the areas is revealed. In the opinion of some managers, communication in the company flows clearly and easily through the different channels used; However, others consider that the objective conditions are not the best yet, but not the subjective ones for it. It is manifested through the transmission of operational information, ensuring that it reaches the workers correctly, however managers must increase the information to their workers of important decisions and of the different issues that are addressed so that they are better informed and consequently improve their results.

Main communication channels used in the entity include verbal and written communication fundamentally:

Channels used by managers

Written information. Verbal information. Telephone. FAX Preparation of cadres, leaders, reservations and officials. Intranet WEBC page Direct contact with the heads of each area. Union Assemblies. Meetings.

Feedback channels (used by workers).

Management factors of each area, Complaints and suggestions boxes, Intranet, Personal contact, Verbal information, Written information, Meetings, Rumor, Affiliate assemblies, Through party and union, Daily dispatches, Management contact with workers.

Feedback channels are an extremely important weapon in the development of business management, allowing exchange, increasing creativity and strengthening teamwork.

Regarding motivation, climate and organizational culture, it is observed that the UEB workers are involved, although in some cases there is a lack of motivation, they are receptive to the guidelines, which allows a substantial improvement in the productive results; communication plays a fundamental role in building trust and credibility with more empathy towards workers. They understand the need for their daily effort and the importance of their work, which increases the commitment and sense of belonging. Proof of this is the stability existing in the cadres and workers within the company. On the other hand, it was found that managers outside the formal context establish cordial, friendly, fraternal and respectful communication with all workers,This aspect has a positive influence on the entity's working climate and on the results of its management.

The decision-making process is characterized by being accurate, self-critical and by the good functioning of the collective management bodies. The style and method of management used is participatory, workers and political and mass organizations intervene in different ways in strategic decision-making in accordance with the Mission and Vision. The work of the UEB Directorate together with the Trade Union Organization is focused on meeting the work objectives and identifying and respecting the rights of workers

The main features that define the UEB workers are: disposition, dedication, reliability, self-denial, sense of belonging, dedication to work, responsibility, sacrifice, combativeness, consecration, teamwork, fulfillment of duty and fidelity to the revolution. They are exemplary workers with great constancy, in addition to being communicative at all times, which allows knowing the existing problems in the organization from the perspective of the worker linked to production and services.

In the company, therefore, in the UEB there is no knowledge of who or who is in charge of communication, which translates into an incorrect definition of this activity. It is raised by the managers who are in charge of communication: the managers, General Director, Deputy Director, Business Directorate, Development Directorate, commercial specialist, bosses, the union and the PCC.

Communication in the UEB is mainly aimed at:

Transmit the plan to be fulfilled and follow-up. Inform the higher levels about the daily fulfillment of the tasks and the existing difficulties. Information, coordination, dissemination, awareness and understanding, to achieve the fulfillment of the mission, vision and strategic objectives and Work. Sensitize workers regarding profitability objectives aimed at economic and political development. Keep workers informed of all aspects of the business environment. Feedback of information between companies and institutions: CACSA, IACC and other organizations.

UEB executives guide business management towards achieving its vision, taking into account the following aspects:

The continuous improvement of the different processes of the company through the fulfillment and evaluation of them. Increase the efficiency in business management to obtain significant economic achievements. Technical-professional training. Increase in the quality of its services. Creation of new facilities, benefits and services at the airportIncrease in work directed towards values management.

When analyzing the Visual Identity issue, it can be seen that many managers are not clear about this concept, there is no consensus on the criterion of whether or not there is a Corporate Visual Identity Manual in the company. Many argue that although the manual exists, it is not correctly implemented, it only works on some of the aspects it points out.

Evaluation of the behavior of the communication situation in the UEB through observation guides applied in different meetings and areas of the company.

Observation guides were applied in different meetings and work areas such as:

Assembly of affiliates. Board of Directors. Weekly Board of Directors. Tips of the functional Boards, UEB and departments, In the areas of work: Commercial management.

In the encounters it was verified that the scheduled ones start at the established time, attendance and punctuality is good, with the majority of males being; trait that characterizes this UEB by the activity it performs. These meetings have a pre-established agenda that is respected and informed to the participants in advance, with the exception of the morning given the operational characteristics it has. Topics of collective interest such as:

Compliance with the production plan and economic indicators.Results of state inspections, meetings with other organizations and audits, when they exist.Maintenance of the different airports in the area, as appropriate.It guides workers on training activities in call. man and discipline. Technical topics related to the production and service activities carried out by the UEB. In the case of morning ones, the most important tasks carried out during the week are highlighted. The workers are congratulated when it coincides with the celebration of the day of some of the spatialities. Readings of political and ideological issues. Closing of the Financial Balance. Actions to face corruption and crime.

The interventions are not very spontaneous, sometimes induced, with the participation of some workers who show adequate oral expression (bosses and subordinates). They flow within a non-participatory climate, and at the same time it is relaxed and cordial, with a low degree of interest and motivation in the topics covered; This could also be verified by observing the body postures of the participants (in the morning): arms crossed, expressionless facial expression; specifically in the morning only the boss who directs the meeting intervenes which makes it a monologue.

They have a duration commensurate with the amount and importance of the issues being discussed. Specifically morning ones are informative and problems and the search for immediate solutions are not addressed. In the event that it requires it, in the end agreements to be fulfilled are collected and checked at the next meeting.

In the work areas where the observation was made, it was possible to verify that:

Direct communication is used through meetings, assemblies, interviews, etc. Indirect communication plays a fundamental role, manifesting itself in the existence of the murals present in all areas of the UEB (12 murals in total), which constitute an active communication tool; the use of letters and circulars regulated by the legal department, telephones in all addresses, whether direct or extensions, and e-mail. For feedback, there is a colleague in charge of receiving them based on Population Service, in the Quality Management department. Email is the most effective feedback channel, in conjunction with the rumor. Regarding the use of office supplies, it was observed that there is a lack of pens, sheets, CDs,printing toner, among others; This often makes it difficult to use it in the communication process. Communication between managers and subordinates can be said to be adequate, although in some cases there are bosses who mistreat their workers with facts. Management does not always show interest in the needs of its Human Capital, which affects the lack of motivation within the workforce, which has been experiencing a decline in management methods and styles. There is an environment among workers in the work area healthy, camaraderie and support between different specialties; manifesting in conversations with moderate tones of voice, with little gesture, which allows a good work environment. There is interest in the work, there is good punctuality,Although the working day is not fully exploited. There is respect for the leader in a formal way, imposed by the existing disciplinary regulations. It is important to note that some areas work with a great sense of belonging to the interior of it, but forgotten that they are part of a whole that is ECASA.

A detailed observation of the signs, posters and murals found in different areas of the organization was carried out:

In the UEB they are well identified on the outside of the buildings by a signage as established in the Manual that exists for this purpose. There is identification at the entrance door of each work area. The Mission and Vision of the organization is well published. and of the different UEBs. The company has its Corporate Visual Identity Manual, but it does not make good use of the Corporate Image of the organization, an aspect that could be seen in: incorrect use of corporate shapes and colors, the logo and little or bad use of the uniform. There are updated murals in all work areas and serve as an important communication tool in the entity.

When evaluating the behavior of the communication situation in the UEB through the surveys applied to the workers, the following results were obtained. First, the general data that allowed characterizing the UEB's Human Capital were collected. Of the workers surveyed, 61.6% correspond to the male sex, this behavior being consistent with the main activity of the organization; they have a high and medium level of education fundamentally (university and pre-university) with a high degree of preparation, which constitutes one of their most important strengths; and there is a balance between the workforce with years of experience working in the company (around 34% between 5 and 10 years and 14% with more than 10 years respectively) and the newly incorporated workers.

The survey was applied to a large number of workers in the different areas, and 75 were subsequently processed, which allowed working with a sampling error of 10%.. For a better analysis, the results obtained were divided into the following aspects of interest:

Characterization of the company. Communication Management Behavior. Assessment of the climate and organizational culture.

CHARACTERIZATION OF THE UEB.

As can be seen in the results obtained from the applicable survey, approximately 85% of the workers surveyed at the UEB know the entity's mission, vision and strategic objectives. In relation to the topic of Corporate Image and Identity, elements that characterize the Company and are related to the approach of Business Communication, managers do not have complete opinions on the importance they attach to this aspect of business management and workers do a bad use of it, even though 97% of the workers indicated that they know the logo of the institution and 68% that the image of the entity does correspond to reality, while 28% stated that it did not correspond due to that reality was worse; important sign to keep in mind.

The attributes of the company's Visual Identity include its official name, Cuban Company of Airports and Airport services and its logo. The company has the Corporate Identity Manual, which is the document that collects in an orderly and programmed manner the entire system of signs that characterize the identity of the Company, which do not vary regardless of their use and identify the entity in all its forms of communication. The organization has signs of visual identity that apply to institutional stationery, the vehicle fleet, the identification of buildings, the pass system, this logo is known by 97% of the surveyed workers and all of its managers.

BEHAVIOR OF COMMUNICATION MANAGEMENT.

When carrying out an analysis of communication management in the company, based on the results obtained in the survey, we can see:

No department or specialist in charge of the communication activity has been identified in the organization, which could be corroborated in the lack of knowledge of the same by a large number of the consulted workers (74%) and the categorical affirmation of 20% of That does not exist. When evaluating the effectiveness of Internal Communication among workers, it was found to be Good for 37%, Regular for 54.8% and Bad for 8.2%. This implies that concrete actions must be taken to reverse this situation and ensure that it constitutes a tool for business management. When inquiring about the types of messages that circulate most frequently in the company, they were selected as predominant in a 75.3% those that address the business of the company. Messages about: goals,guidelines and guidelines in general on the work to be performed (28.8%); organization policies and regulations (39.7%). This behavior is clearly illustrated in the following graph. Another element evaluated is the flow of information in the company, according to the criteria of the managers and the perception of the surveyed workers, official information sometimes arrives on time (55.4%) and to a lesser degree in time (36.5%) and. The fundamental causes that cause this behavior are:official information sometimes arrives on time (55.4%) and to a lesser extent on time (36.5%) and. The fundamental causes that cause this behavior are:official information sometimes arrives on time (55.4%) and to a lesser extent on time (36.5%) and. The fundamental causes that cause this behavior are:

Ineffectiveness of communication channels. Ineffectiveness of the messages.

5. Communication channels is another aspect to characterize. They respond to the classification of direct and media. In the UEB, workers report that there are different channels, an indicator to be considered by senior management in defining the future communication strategy where those already existing in the organization can serve as support. The main channels used in the entity, according to the criteria of the respondents are:

Oral (Meeting, Assemblies, Morning, informal meetings and rumors) Media (telephone and email) Written (Murals)

86.3% of the respondents consider that these communication channels should be used more frequently, which will allow for increased efficiency in the work and management of the entity.

ASSESSMENT OF CLIMATE AND ORGANIZATIONAL CULTURE

The Climate and Organizational Culture in function of Communication Management is one of the most important elements to study in an organization. When analyzing this aspect, several elements must be considered:

Relationships established between workers: From the exploration carried out through the survey of workers, 13.9% reported that they establish relationships with their colleagues only for labor issues and to a greater extent 86% state that they establish relationships as well as relationships of affection, an element that gives the measure of the existence of a very favorable work climate in the organization.

When making an assessment of communication behavior, as an important element of organizational culture, it can be seen in the following graphs that:

69% of the respondents stated that communication is good between colleagues at the same level, there being collaboration at work, a climate of trust and collaboration between the different departments, functional divisions and UEB (a measure between good and regular). Regarding the relationship that is established between managers and workers, 32% state that it is Regular, and 54% that it is Good, so there are shared opinions about it, only 12.5% is of the opinion that it is Bad. The criteria of the workers and managers on Internal Communication and the Work Climate in general is coincident, that is, 50% are of the opinion that it is Good, which translates into a favorable scenario to take actions that reinforce this favorable situation. in the company.

Characterization of Human Capital and the Work Environment: It can be said that the UEB worker is characterized primarily by being: responsible, willing to help and an entrepreneur, although 35.6% define him as unmotivated; aspect to take into account to take actions to reverse this situation and thus achieve a better working environment that allows obtaining satisfactory economic results.

Regarding work and personal motivation, the respondents assume as main reasons that drive them to work the following:

The usefulness and necessity of their work (46.4%) The salary (37%) Job security (29%) The climate and work relationships (14.5%)

Valuing the above, we appreciate that personal motivations prevail over work (business), giving less importance to aspects that have to do with an adequate work climate (4.3% climate and work relationships).

Finally, it was found that:

The executives agree on the importance of Communication Management for the better development of the entity, hence all are aware of the need to improve it in accordance with the fulfillment of business objectives, mission and vision. communication that predominate in the entity are manifested vertically downward and vertical upward, the horizontal flow between the very determined areas is also used, although not as business policy. Managers to establish communication with employees mainly use direct channels, as well as What happens when the feedback of said communication is established (Assemblies, Board of Directors, Morning, etc.).Informal communication is evidenced in the center through empathetic relationships between employees and employees with managers, both in the workplace and outside of it.

The main problems detected in the diagnosis of Communication Management in the organization are the following:

There is no Communication Management System in the UEB although its managers recognize the need for it and therefore, the communication actions that are carried out result from immediate needs and spontaneity. There is no procedure for which the process communication system works effectively, it does not have the Communication Manual as the basis for the development of communication processes. The organization's Corporate Visual Identity Manual is not implemented. There are no defined strategies or policies aimed at communication processes, which allows organizing communication activity in the UEB. Mechanism of feedback from managers to their collaborators very weak and sufficient.Communication only translates into having a good level of information that allows management to make decisions and direct. There is no follow-up of a customer service and loyalty policy. Internal communication does not work at all levels of the UEB, promoting spaces for participation, focusing on strategies, conducting needs and satisfaction studies of internal audiences; It is not established in the necessary time. The channels used do not always work effectively, because the information does not arrive with the necessary clarity and sharpness. Many times the same information is sent unnecessarily through different areas. There is an inadequate use of computer technologies. Little culture created in relation to achieving effective communication in the organization.The broad structure with several command levels causes dispersion in communication. Despite the existence of all communication tools, many workers do not master important aspects of the organizations culture: Mission, Mink, Shared values, name of the different airports, among Others. It does not have a specialized area and / or personnel with the competencies to guide the development and fulfillment of these processes, for which the responsibilities of the members of the organization related to the communication process, including political organizations, are not specified. and of the masses. Insufficient training for managers at all levels, as well as for workers in general on issues related to Communication Management.Marketing activity is not practiced as a philosophy in all company UEBs. Middle managers lack all the competencies and skills necessary to achieve good teamwork that guarantees good results and an improvement in the work environment. Weekly morning sessions are not they behave like an effective communication channel due to the high degree of absences they have. Human messages are little used in the organization; workers who receive recognition from clients and other external audiences, including international organizations in many cases, are not informed and encouraged.Weekly mornings do not behave as an effective communication channel due to the high degree of absences they have. Human messages are little used in the organization; workers who receive recognition from clients and other external audiences, including international organizations in many cases, are not informed and encouraged.Weekly mornings do not behave as an effective communication channel due to the high degree of absences they have. Human messages are little used in the organization; workers who receive recognition from clients and other external audiences, including international organizations in many cases, are not informed and encouraged.

Knowing these positive and negative aspects, which corroborate the author's criteria, it can be concluded that it is of great importance to know and to apply effective communication beforehand in order to carry out the successful implementation of a procedure that allow a direction by values. In summary, it can be affirmed that the implementation of any procedure will never be effective, if the communication is poor.

Secondly, the author considers that there must be full knowledge on the part of the management of job satisfaction and productivity, and this manifests itself in the fact that as a first element all the managers who represent the administrative system (decision-makers) must try to know the bases of organizational behavior as a means to improve relationships between people and the organization. Decision makers must create an environment in which people feel motivated, work more productively and be more efficient, this is achieved with the application of management by values, because it takes into account that the most important thing in any entity are men.

Affiliating ourselves with what Pinilla (1982) wrote, we agree that: “satisfaction is understood as the general attitude we adopt towards our work, when we have been able to solve our fundamental needs and are aware of it, in this sense, workers need to respect them and treat them with dignity. They need to earn enough to live decently, to feed themselves, to dress and to have recreation, but not only the individual, but also his family. They need to be given healthy working conditions, to be provided with social benefits to solve problems that arise in their homes. Employees constantly need to learn to work better and exercise their abilities in the face of increasing responsibilities. They need to be treated fairly and equitably,that there are no favors, no tricks in determining wages, salaries and compensation, that effort and merit are rewarded. All these needs are more or less peremptory in operators, employees, professionals… ».

The final result of solving the needs just mentioned is the feeling of satisfaction and awareness of that satisfaction. This gives psychological freedom, allows people to set themselves to self-improvement goals in their own work. The attitude of satisfaction is a necessary condition for the human effort of the work to become truly productive. It is a fact that those who are constantly worried about outstanding debts, mistreatment of the boss or lack of recognition do not work well. And it is also a fact that, when they know that their own needs are being adequately taken care of, they are calm and work better. When the employee knows that things are going well at home and at work, that he is progressing and that it is up to him to advance,he works with determination and courage, improves the quantity and quality of his performance at work.

The feeling and awareness of satisfaction are not only conditional factors of greater effort and better performance, but also of two fundamental experiences: the feeling of individual success, which contributes to giving strength and new impetus to the personality, and joy at work, it is the great remedy against the smallness of spirit and pettiness, promoters of hatred of the merit of others and of envy. In other words, before technology, capital, raw materials and buildings, a human group works in industry, and productivity depends on the efficiency of that human group. Man's performance at work is what is technically known as efficiency or productivity. From the attitude adopted by the worker towards his own work,It depends largely on the attitude of satisfaction or dissatisfaction that production is efficient or deficient, and production is the basis of the social life of peoples because without it there is no employment or social welfare.

Summarizing, it can be said that it is of paramount importance and responsibility of the management of the companies and of the supervisors at all levels, to investigate the state of satisfaction or dissatisfaction that prevails in a workplace. For this, the attitudes of workers and managers must be investigated. On the success that is obtained in obtaining an objective knowledge of the climate of attitudes determining the satisfaction or dissatisfaction of the staff, it will depend that the production efficiency, vital objective of any competitive company, obtain the most decisive, immediate and direct stimulation ».

“Running companies is fundamentally to train and train personnel, to select and organize it, to supervise and motivate it. None of this is achieved without concrete knowledge of man and his behavior, of the worker and of the social environment in which he lives and in which he works. To lead personnel and run companies, it is necessary to have a deep knowledge of the most revealing aspects of human behavior, the reasons that drive it to act in one way or another, the attitudes that predetermine these reasons, opinions, ideas and even prejudices. It is important to obtain not only that the conditions in which the work is carried out lead to the satisfaction of the staff, but that the staff feel, experience or live said satisfaction ».

As an example in the case of the UEB of the ¨Antonio Maceo¨ airport, its workers feel motivated and satisfied, since they receive a salary according to their functions supported by an established Business Improvement system, as well as other attentions to man, parameters that give rise to their workers feeling motivated and satisfied, and this is corroborated by their permanence in their workplace.

Conclusions.

The elaboration of the procedure for the insertion of the Management by Values makes it possible to guide the strategic vision of the organization, the roles and the relationships as well as the internal processes of planning, management, evaluation and control.

Nowadays, “running companies is fundamentally to train and train personnel, select and organize them, supervise and motivate them. None of this is achieved without concrete knowledge of man and his behavior, of the worker and of the social environment in which he lives and in which he works. To lead personnel and run companies, it is necessary to have a deep knowledge of the most revealing aspects of human behavior, the reasons that drive it to act in one way or another, the attitudes that predetermine these reasons, opinions, ideas and even prejudices. It is important not only to obtain that the conditions in which the work is carried out lead to the satisfaction of the staff, but also that the staff feel, experience or live said satisfaction ”, and this can only be achieved when directing taking into account the values.

Recommendations.

That this procedure be applied in the Civil Aviation Corporation in Cuba.

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