The effectiveness and quality of organizational management and supervision must be measured, evaluated and analyzed based on results, among other reasons, because managers and supervisors are responsible for everything that happens in the organizations and teams they manage, and Because they are precisely those who earn the highest salary emoluments, enjoy the most attractive incentives and enjoy the most important attributions in the entire institutional scale. The administrator is essentially paid to:
- Obtain, maintain, retain and properly develop a human team, Efficiently use a group of resources, Make certain decisions and Obtain certain results.
And it must be evaluated, remunerated and encouraged or sanctioned on the basis of such results, which must be achieved through the people who make up the human team, the appropriate use of institutional resources, and effective decision-making and execution. relevant at home organizational situation.
The key to this topic is a correct definition of the results by which the manager will be measured. And this is where organizations tend to fail, in the vast majority of cases.
In the chapter entitled The Management Function, different processes associated with its exercise have been widely treated, and different ways and ways of directing have been proposed and described in search of the expected results in each entity; however, we will need some elements and propose others here.
Managerial effectiveness
We can speak of effective management (Estrada, 2010), when, from the administrative and / or supervisory exercise, the objectives proposed for a given period are achieved, with an appropriate and pertinent use of all the resources assigned and managed for this purpose, and an adequate level of job satisfaction and integration for each and every employee at all levels who are involved in the tasks performed to achieve the goals; as well as an adequate use of opportunities for participation, involvement, self-motivation, growth and integral development, construction of high-performance teams, change and continuous improvement that the performance of the task offers for each person involved.
Management quality
It can be said of high quality management and / or supervision (Estrada, 2010), when, from the administrative and / or supervisory exercise, the expected-projected effectiveness is achieved for a given period and / or in the strategic horizon defined by the organization, and it is verified that all or a significant majority of employees know, want and can be and do everything necessary at all times to achieve the objectives of the organization, in the greatest possible harmony with their own personal development objectives. That is, when legitimate managerial leadership is manifested at all levels of the entity.
As can be seen, we put effectiveness as a requirement for quality. The quality of management has a broader and more comprehensive scope, and includes among other diverse aspects, the fact that the manager is capable of being highly effective in his management to obtain results.
There are international standards and accreditations related to quality in the administrative exercise, and organizations that train executives and measure and certify their performance according to previously defined standards. As an example, we attach to this text a relevant proposal, published by the Top Ten Business Experts international institution. We present a brief summary of their proposal:
Today there is a wide variety of quality seals, certifications, certification agencies, etc. for various areas of the company. However, until now we did not have anything equivalent on such a relevant issue as managerial quality, a decisive element for the competitiveness of our organizations.
Currently, there are tools that make it possible to know the quality of management that a person (and the entire management committee) is achieving in specific circumstances and at a specific time. We are not referring to the results achieved by that person (quantitative variable or performance evaluation), but rather how she is achieving those results (qualitative variable or quality of her management).
Top Ten Business Experts has designed the First Model to confer the Seal of Accreditation in Directive Quality.
The analysis to achieve this must be based on the three essential dimensions that make up a top-performing management team:
A. Level reached in transversal management competences (business vision, team management, etc.)
B. Level of commitment to the project and the company.
C. Level of synergy reached in that management team.
All this allows us to: analyze, diagnose and qualify the level of managerial quality that this company has at that time.
So far the example.
Effectiveness and managerial quality: dimensions for its analysis, and moments for its evaluation
When negotiating and defining the expected results of a manager in a given period, the top management of the organization and / or its top level, should consider obtaining achievements associated with effectiveness and quality. And in this it is essential to keep in mind several dimensions, which we propose and detail below:
- Internal impact: what measurable results must be achieved within the organization, in terms of: job satisfaction, discipline, integration of the human team, development of the work team served, comprehensive care for people, image and group and organizational identity, management of knowledge, quality management, profitability, efficiency, corporate social responsibility, among others. External impact: what measurable results must be achieved in the external environment of the organization, in terms of: market share or participation, customer loyalty, attracting new customers, customer return rate, customer satisfaction, corporate social responsibility, image to external audiences, competitiveness, sustainability, among others. Impact on yourself:what measurable results should be achieved in the manager's own personal and professional development, in terms of: training for the current position, development oriented to future positions, level of motivation for the task, quality of human relations, focus and prioritization of what important, ability to solve problems and make decisions, personal fulfillment, among others.
In our experience we have found and / or practiced different models for evaluating the effectiveness and quality of management. It is interesting to find one based on three fundamental dimensions, very inclusive, and that used with a systemic approach is effective in promoting managerial development. The three dimensions are:
- Results of work. Preparation for work. Personal characteristics.
On the other hand, a reflection on two key moments for the evaluation and analysis of the quality and effectiveness of the administrative exercise should not be left out of this analysis: the projection and evaluation of performance. Although we have dealt with it extensively in previous chapters, it is necessary to highlight its special significance in the case of the manager, since his performance is based on the results of the group and / or organization he leads.
When projecting the performance of a manager for a given period, the Individual Development, Collective Development and External Impact Goals must be formulated from a group and organizational perspective, because they have been hired and paid so that the group and the lead organization get positive results. When evaluating it, that should be the logic too: you have achieved that your managers obtain the expected results, your evaluation will be satisfactory; If not, it cannot be under any circumstances, because that is the content of a manager's job: obtaining results through the performance of other people.
Now, that does not mean obtaining them at all costs and at all costs. Neither the bad methods of leadership (manifestations of authoritarianism, excessive use or abuse of power, disrespect for human dignity, for example) nor the excessive and irresponsible use of resources of any kind to achieve goals, is in any case justified. For this reason, among the objectives to be negotiated in the Manager's Performance Project, there must be some associated with the quality of relations with subordinates, with the efficiency in the use of resources, and others similar; all this depending on the initial or starting situation at the time of projecting the period.
In all of the above, a fundamental idea underlies: the analysis and evaluation of the effectiveness and quality of management, as well as the actions for its development and progressive and systematic increase, must be managed with a systemic, strategic and process approach.
All dimensions interact harmoniously and must enhance each other to materialize the necessary synergies; all must be focused on achieving high impact results in the future, considering the past and starting from the present; and all must be managed with a progressive development approach, trying to ensure that each level achieved provides inputs for the achievement of the next, returning to critical moments to rethink solutions and courses of action, and returning to the path every time… and in all cases, without ever losing focus, vision, the main objective set for the period.
Management effectiveness and quality: a model for managing them, based on human management and comprehensive care for people in the organization
Comprehensive care for men: the essence of working with, from and for people in organizations.
Attention to men is a Cuban concept, born and developed under the circumstances and conditions of the 80s of the last century in Cuba, and of course it has a generic character, that is, both men and women are covered by it.
So far, there is no precise definition of the concept of human care, nor generally accepted principles for the design and implementation of a system to implement it. This has led to ambiguity in the treatment of the subject and in its materialization in organizations, although the favorable impact of the concept and its dissimilar applications in the quality of working life that was achieved in Cuba in those years is undeniable. Hence, we have dared to propose and develop them, in the hope that many managers can appreciate the validity of this approach and act accordingly. It has already been applied and validated in interventions that we have carried out in a group of institutions. If done well and with everyone's commitment, it is highly effective.
In the author's opinion, the basis of any human management system should be the projection of the way in which the organization will attend to people and take care of their integral development, based on the fact that organizational performance and results depend on the people's performance and results.
Responsibility for the results of working with people and for their performance is purely managerial. Any attempt to delegate or abdicate this responsibility is a serious management error and a bad job of the manager at each level, and threatens the results of the organization. And the cost of this type of error is the highest we can imagine. Therefore, it should be clear that:
- It is incorrect to delegate decisions about the human subsystem to the entity's human management area, whatever its rank and denomination. This is a methodological, coordination, advisory, consultative and control area, but it is not the area that makes decisions about people in the organization. That is up to the manager, with the information, methodological support and advice in the area. People who are well cared for and treated must develop better processes and obtain better results, therefore, caring for people cannot be left to spontaneity or the goodwill of each manager, and must be the center of any system of work with them. Comprehensive care for people must be the responsibility of all those who manage at any level.
In the author's opinion, the ideal way to face the new needs for strategic change in human management in organizations is a radical transformation in the mental and performance model of managers with respect to the people led by them. Change is born and people do it; the success or failure of the process of strategic change will be due to people. Therefore, if you want an effective and successful strategic change, you must start by attending in an integral, constructive and educational way to the people who will make the change. A way to make human management more effective is proposed below, as a Model of Comprehensive Management for People in each organization.
The Integral Management Attention to People is, in the author's opinion, the basic macro process of Human Management, and constitutes at the same time the philosophical and conceptual foundation of the conception, design and operation of a people management system, since it is This is the main element around which the management and results of an organization revolve. Let's see its design.
The basic principles of Comprehensive Management Care for People are as follows:
- Comprehensive Management Attention to People is an integrating concept, and should be understood as a synonym of management quality. Comprehensive Management Attention to People covers all the management spheres of the organization, and is the direct responsibility of each area manager to all The Comprehensive Management Attention to People encompasses all the workers of the entity regardless of their occupational category or geographical area of the country in which they work, and is designed to achieve a favorable impact on their family and social environment, not only on their The instrument of definition, control and evaluation of the policy and the system of Comprehensive Management for People in each entity is the Collective Labor Agreement or another type of similar agreement.analysis and evaluation of the application of the policy and the Comprehensive Management to People system in each entity will be the meetings of the Board of Directors or Board of Directors and the Workers' Assembly or another moment of collective contact between management and employees, each one in the frequency that is defined in the Collective Labor Agreement or another modality of agreement between the employees and the administration, if any; and if there is not, it should be established. The actual participation of employees in the definition, application, evaluation and control of all the elements related to the system constitutes an inviolable requirement.
The concept of fully attended person will be directly linked to the following areas of managerial action:
- Relationships based on respect for the human being and his individual characteristics, and not only in the hierarchy. Constant concern and occupation for the person and his problems of all kinds, not only for the worker and his work results. Permanent and multidirectional communication with each and every one of the workers, and that considers all the issues that may be of interest to them. Stimulation of true collective participation in decision-making at all levels. Systematic evaluation of individual performance and that of different labor groups, which fulfill diagnostic, evaluative and developmental functions. Constant search and application of mechanisms for the motivation of each and every worker for the entity, its collective results and its image, not only for work and individual results,taking into account for this purpose the individual needs of the workers and the possibilities of satisfying them by the organization. Obligatory guarantee by the Management and strict compliance in time and form of all payments corresponding to each worker, according to the results obtained by this and by the entity. Stimulation by results, both individually and collectively, and covering the moral and material spheres in an appropriate balance. Mandatory guarantee by the Directorate of the means and resources necessary for the work. Obligatory guarantee by the Directorate of the conditions of safety and health at work. Obligatory guarantee, monitoring and demand by the Directorate, of the training and development of all workers.Obligatory guarantee by the Directorate of the food and clothing conditions required for the performance of the work. Obligatory guarantee by the Direction of the processing in a timely manner and with optimum quality, of all documentation of any kind that requires each worker and is the responsibility of the entity. Obligatory and systematic care by the Management, to the development of the professional career of each and every one of the workers of the entity. Mandatory care, monitoring and systematic evaluation by the Management, of the labor discipline of each and every one of the workers, with an essentially educational focus.of the processing in time and form and with optimum quality, of all the documentation of any kind that each worker requires and is the responsibility of the entity. Mandatory and systematic attention by the Management, to the development of the professional career of each and every one of the workers of the entity. Compulsory attention, monitoring and systematic evaluation by the Management, of the labor discipline of each and every one of the workers, with an essentially educational focus.of the processing in time and form and with optimum quality, of all the documentation of any kind that each worker requires and is the responsibility of the entity. Mandatory and systematic attention by the Management, to the development of the professional career of each and every one of the workers of the entity. Compulsory attention, monitoring and systematic evaluation by the Management, of the labor discipline of each and every one of the workers, with an essentially educational focus.systematic monitoring and evaluation by the Management of the labor discipline of each and every one of the workers, with an essentially educational focus.systematic monitoring and evaluation by the Management of the labor discipline of each and every one of the workers, with an essentially educational focus.
The union or union organization, if it exists, must play an active role in Comprehensive Care for Men, as a counterpart to management and also as a manager of conditions that allow comprehensive care for people in the entity.
The General Design of the Integral Management Attention to People process is as follows:
Planning: The management of each entity will define at the beginning of the period (strategic or annual, as appropriate), the policy, objectives, strategies and general actions to be carried out in the organization in the sphere of Comprehensive Management for People, all based on the defined strategy, policy and management guidelines. Each area, based on these elements, will draw up its own plans to develop it in its work groups, in correspondence with those defined in the entity's Board of Directors. These will be discussed with the workers, and once approved they will be incorporated into the Collective Labor Agreement.
Organization: In each entity and in each of its areas, Committees will be created to systematically monitor the application of the Comprehensive Management of People process, made up of representatives of the administration and the union and / or union body, as well as prestigious employees. The person in charge at the entity level will establish the mechanisms and frequency of contact with the commissions of the areas, always having at least one meeting a month for the evaluation of the subject. In the event of any abnormal or urgent situation related to it, it will be assessed on a case-by-case basis regardless of the defined contacts. On the other hand,It is established that each employee has the right to freely express their opinions on compliance with the provisions regarding Comprehensive Management Care for People, either in formal settings such as assemblies or by approaching the members of the Committee in their area directly., and even at higher levels if the situation demands it.
Direction: The representative of the General Director of each entity for the issue of Comprehensive Management for People will be the Director of Human Management (or the maximum person in charge of this area, according to the existing structure in the entity), who will prepare the budgets, the general action plans and the schedules of control and systematic evaluation of the operation of the process, and will be responsible before the Board of Directors for its comprehensive operation, always on the basis of the aforementioned principles. To do this, it will establish the methodological control mechanisms, advice, training, etc., that are required.The other Directors or heads of areas must give an account of their management in this matter and he will provide the Director General with the elements that will allow him to evaluate the performance of the rest of the staff in caring for men. However, the Director General's maximum responsibility is maintained for the entity's results in this area as in all others.
Control: The mechanisms established to control the operation of the key process Comprehensive Management for People are: comprehensive human management audits, HRM consultations, studies of the organizational climate, inspections of the different areas, systematic interviews with workers, systematic surveys on job satisfaction, periodic analysis of labor fluctuation, periodic analysis of labor results and their correlation with the situation of the labor climate, systematic analysis in the Board of Directors or Board of Administrators (or other administrative mechanism used, as appropriate), review of documents related to the execution of budgets, control of results and impact evaluation of training and professional development,among others possible according to the needs and the moment. The frequency of execution of the controls will depend on the specific situation of the entity at all times, but at least a monthly analysis of the same is established through the mechanisms considered appropriate and possible to apply in each entity.
Evaluation: Each executive and head of area must include in their periodic self-evaluation the results that they consider to have obtained in Comprehensive Management for People in the period evaluated. The General Director of the organization will take into account this information together with that coming from the Director of Human Resources, which will be provided by the union and / or union organization, and which he himself has obtained through his personal control mechanisms throughout the period., and integrating these elements will form the evaluative criterion about the results of the evaluated in this sphere, which due to its importance and significance will have an important weight in its final evaluation and will be considered for the purposes of possible promotions and individual stimulation.
Up to here the model proposed for the Integral Management Attention to the People in the organizations, which requires a transformation of wide and deep reach in the usual way of managing modern organizations. Today's executives need to take a deep turn towards people, towards the human, in the conviction (demonstrated by thousands of examples daily), that people led as human beings produce more, better and with more desires, than treated like machines. And to take this turn, executives need to have in their organizations the advisory, methodological and instrumental support necessary to advance on all fronts in the right direction, which is demanded by the new times. This support must be provided by the Human Management areas,acting as internal consultants for the organization's senior management, and it is a management space that must be earned, conquered, legitimized and maintained.
(Excerpt from a book under final revision for editorial process. All Rights Reserved).
