Organizational daily life can lead us to lose the long-term perspective and make our efforts focus on the punctual operation without ensuring that we are moving in an articulated way towards the goals proposed in the strategic framework of the organization.
The activism that characterizes our management allows us to be busy and moving, but not necessarily in the right direction. The search for new horizons in terms of market, product and service requires the implementation of strategies that are based on innovation and technology. Therefore, the articulation of the strategic formulations with the tactical developments and the operational activities that allow us to identify the causal relationship between what is expected by senior management and what happens at the grassroots is required.
I want to dedicate this brief reflection to showing the importance of strengthening the collaborators' daily life in the organization, assuming that a good selection and induction process has been carried out and that therefore each of the team members knows and understands that their work is oriented to give a superior performance in terms of management and results.
First of all, we understand that the commitment, as Pilar Jericó reminds us, will always be in two ways and is the permanent invitation to recognize that both the company and the collaborator have agreed to walk the management route together through the performance of a position in which The collaborator can put into practice all their competences applying their knowledge, developing their skills and experience in order to offer differentiating results that allow the organization to recognize that their contribution is significant and therefore worth retaining as a talent capable of make a difference in the work team. The commitment allows to consolidate the bond between company and collaborator and maintains the permanent and necessary tension between giving and receiving.
The members of each work unit must also be motivated and willing to give their energy in the development of the task, to offer their knowledge and experiences with joy, enthusiasm and with the firm conviction that their contribution will be valued by the company through recognitions that go beyond what is established in the employment contract, I refer to events and activities of well-being, training and others aimed at strengthening the organizational climate and the feeling that happiness is also possible at work. Let us remember that motivation refers to what moves us and that is within us, therefore we recognize, as proposed by S. Covey, that it is a process that flows “from the inside out”. All that the organization can propose are events and stimuli that allow employees to be motivated for the development and execution of the tasks that they must perform.
With commitment and motivation as transversal axes, we can also identify that every person who comes to the company does so for many reasons, but when deciding to stay in it, they also assume the organizational culture as part of the context to which they must adapt and recognize their own aspects. of the company and its differences with other organizations in which it has worked, specifically the way of being of the company, its myths, rites and customs that may be marked by the history that the company has lived or the differentiators which gives working in a company whose tradition comes from the founding family or if it is international or multinational organizations. Cultural models generate in each collaborator a way to adapt to styles of government and management.
The change processes, for their part, are also associated with the business culture, in some cases it is a permanent urgency promoted by managers to be in permanent movement, seeking new markets, increasing the customer base, developing new products and establishing new work models that allow collaborators, customers and suppliers to discover that the future is a reality that is built every day and that therefore there is no time to establish the comfort zone, these are models of management and leadership associated with spirit of the pioneer whose goal will always be beyond the horizon.
We also find other cultures much calmer and calmer, but not for that reason inattentive to the importance of staying current in the market, where the collaborators will have more time for leisure and for experimenting with alternatives; it is about colonizing the spaces left by competitors who have already left the market, either because they left or because they disappeared. The style of the collaborators in each of them is different in that they are different management styles. It is important that from the areas of human management the profiles required to find the talents that will make a difference in management versus the fulfillment of the company's strategic purposes are defined.
Human development in organizations is a bet that comes from top management to detect and strengthen the skills required to reach collaborators who adapt to the company's cultural model, commit and motivate themselves to be protagonists in the history of an organization which hopes to transcend the present through superior performances and differentiators, achieving the productivity required for the sustainability of the company. In this sense, we understand performance as the combination of management, that is, what a person does and the results obtained.
The management is framed in what the collaborator does according to his position and for this it is necessary to identify two key factors that will allow to identify a management superior to an average, in the first place it is important to identify that we have been successful in the assignment, that is to say that The person or team to whom we delegate or commission the activity has the necessary competencies to develop it adequately, this brings us back to the engagement process where we ensure that the entire process was completed to have a suitable and qualified person in office. Now, having made the above consideration, when we talk about management we also refer to the two basic conditions for it to occur, it is time and resources.
The time is necessary to establish and carry out the necessary actions to fulfill the tasks that will allow the proposed objectives to be met. The time will be determined by the circumstances that define the terms in which each of the actions must be met. On the other hand, there are the resources that are nothing other than the inputs, be they material, technological, infrastructure, or others necessary for the development of the task. The adequate combination of time and resources lead us to a successful management that will have the expected results.
The results obtained must conform to the expectations set in terms of the indicators and variables proposed at the beginning of the task, specifically the aspects of quality, quantity, opportunity and cost; Each of these components will be the evidence that allows judging whether or not the objectives assigned to each collaborator in the work team were met. The results will always be a consequence but must be anticipated from the formulation of the project or the assignment of the task, the result will be the arrival point that illuminates the path that is being followed in management, it is the arrival point that allows us to reference whether progress that we are achieving are sufficient or are going in the right direction.
I hope that these brief reflections allow us to recognize and value the importance of the articulation of the performance of the collaborators and the strategic framework of the companies in the search for the purposes that will allow them to be competitive in a changing and dynamic market that requires actions and decisions. immediate in favor of the client and all the stakeholders of the organization.
* José Manuel Vecino P.: Master in Environmental Management, Specialist in Human Management, Manager of Human Management, Business Consultant and University Teacher.
