Companies that are applying the Business Management System must manage numerous systems such as quality, environment, safety and health at work, human capital, to name just a few of them, which should not be designed in parallel to the same

Organization structure and forms of management

Today, organizations, regardless of their size and activity sector, have to face competitive markets in which they have to reconcile the satisfaction of their clients with the efficiency of their activities.

Business excellence is the set of outstanding practices in the management of an organization and the achievement of results based on fundamental concepts that include: results orientation, customer orientation, leadership and perseverance, processes and facts, people involvement, continuous improvement and innovation, mutually beneficial alliances and social responsibility (Amozarrain, M. Business Excellence, 2002).

Traditionally, organizations have been structured on the basis of functional departments that make customer orientation difficult. Process management perceives the organization as an interrelated system of processes that together contribute to increasing customer satisfaction. It supposes an alternative vision to the traditional one characterized by organizational structures of a hierarchical-functional nature, which have survived since the middle of the 19th century, and which largely hinders the orientation of companies towards the customer. If the changes that organizational structures have undergone before reaching business excellence are analyzed, it could be summarized as follows (Amozarrain, M. Organizational Styles, 2001).

1st Stage: hierarchical organization. Power and decisions are in the departments. At this stage, the purchasing and accounting departments usually have the most power. The quality department does not have great importance in the organization and the orientation of the management is inward.

2nd Stage: Organization oriented towards systems. The hierarchical structure continues to be maintained and systems based on internationally recognized standards are structured, such as, for example, the ISO Standards of the 9000 and 14000 Series. The Departments of Quality, Environment and Safety take relevance.

3rd Stage: Organization oriented to process management. The client perceives the organization as a process, not as a department, so they take on relevance since an organization is as effective as its processes. Key processes are identified and managed but not all processes can be addressed, priorities need to be set and resources optimized.

4th Stage: Organization oriented to process management. The company is organized by processes, and the departments continue to exist but they are incorporated into the process where their relevance is most notable, all activities are contingent on the process and suppliers and customers are incorporated into the processes.

From this classification of the stage of administrative organizations, many Cuban companies are in the first, with a hierarchical structure and must face the change towards a process management given the current dynamics, which will be traumatic for the organization if it is not planned the change program.

The Cuban Business Management Direction and Management System structures the organization in a functional hierarchical way, but in the implementation of the systems of norms and general procedures of international application such as the ISO 9000: 2008 Quality Management Norms, they advocate the management of processes, hence the need to harmoniously combine the structure of the company with the way of managing its processes, based on the principle that this system establishes the obligation to implement these standards. The ISO 9000 standards for Quality Management Systems are a coherent system of standards adopted by the country such as NC-ISO 9000: 2005. Quality management system. Foundations and Vocabulary and NC- ISO 9001: 2008 Quality Management System. RequirementsTo complete this list, the NC-ISO 19011: 2004 Guidelines for the Audit of Quality and / or Environmental Management Systems must be included.

If attention is not paid to the key horizontal processes, where the greatest number of competitive advantages of the organization are found and where a customer orientation is guaranteed, the efforts made in the different functional areas will not be sufficient to achieve sustainable changes and advantages of high impact for company performance.

Based on the criterion of achieving integrated business management, all processes have been identified, whether or not they are within the scope of the Quality Management System, which has enabled the design and implementation of other systems such as Occupational Safety and Health, Environment and Human Capital.

Identification and structure of processes

The identification and structure of processes within the organization results in many organizations a complex stage of change for managers and workers, since it is necessary to identify the elements that constitute them as well as design their structure.

A process is defined in NC-ISO 9000: 2005 as “a set of mutually related or interacting activities, which transform input elements into results”. To carry out the design and implementation of process management, you can consult Amozarrain M., (Process Management, 2000) and Pons Murguía, R. and Villa González del Pino, E. (2007), who from the point of view Methodological establish the stages and methods that recommend to be used for these purposes.

There are different techniques such as conducting workshops, brainstorming, interviews, etc. that allows the team to collect the data to obtain the intended result. There is no unanimous criterion in the classification of the processes into strategic, operational and support, it depends on the selection proposed by the work team, fundamentally in the identification of the strategic processes.

In this particular case presented in this work, it is assumed that they comply with the systems established by the Business Management and Management System and with the requirements of NC-ISO 9001: 2008.

Strategic processes

They are the processes designed to define and control the goals of the organization, its policy and strategy. These processes are directly managed by senior management as a whole. Within this group are the following:

• Management Management Process. Human Capital Process. Financial Accounting Process. Process of the Integrated Management System for Quality, Safety and Health at Work.

Operational processes

They are the processes designed to carry out the actions that allow the development of the policies and strategies defined by the organization to provide products and services to customers. They add value to the organization's intended product. Those responsible for managing these processes are the Directors of the different areas of the company.

• Processes of realization of products and / or services. Process of Purchases.

Support processes

They are processes not directly linked to the actions of policy development, but whose performance directly influences the level of execution and effectiveness of the operational processes. Those responsible for managing these processes are the appointed Directors and Specialists.

Within this group are the following:

• Security, Defense and Exceptional Situations Process. Information and Communication Process. Innovation Management Process. Environment Process. Legal Advice Process. Services Process. Marketing Process.

External processes

They are the processes intended to carry out the actions to ensure the operational processes of the organization, which are contracted externally and which the organization must control to ensure that the requirements of the quality management system are met. For example:

• Maintenance with third parties and investments. Physicochemical and bacteriological analysis of waters.

The description of the fundamental activities to be carried out in these processes is presented below in Table No.1 Description of the internal and external processes of the organization.

Process interrelation

Within the requirements established by NC-ISO 9001: 2008, 4.1 a) and b) is to determine the necessary processes and their sequence and interaction. Figure 1 presents the organization chart of one of the companies, which corresponds to the processes identified in the work.

In Figure 2 the Map of Company processes is presented and in Table No. 2 Interrelationships between the internal processes determined in the organization, the interrelationships between the internal processes of the organization are presented.

The determined external processes are directly interrelated with the Product and / or Services Realization Processes.

Table No.1 Description of the internal and external processes of the organization

Not.	Name of process	Fundamental activities carried out
one.	Of Management of the Direction.	Implementation and management of the systems that make up the Business Management and Administration System, in accordance with the provisions of Decree-Law No. 252 of 2007. It monitors and controls them, allowing for their continuous review and improvement.
two.	Security, Defense and Exceptional Situations.	Planning of Security, Defense and Exceptional Situations activities. Periodic review and control of planning.
3.	Legal advice.	Economic contracting, economic conflicts and advice on the country's legislation.
Four.	Financial accountant.	Financial planning, risks, budgets, investments.
5.	Human capital.	Planning of human capital needs, selection, verification, hiring, induction of personnel, training and development of personnel, performance evaluations, permanent motivation of personnel and closing of the employment relationship with the entity. Occupational Safety and Health System.
6.	SIG Quality and Safety and Health at Work.	Implementation, measurement, analysis and improvement of the efficiency of the processes and the performance of the GIS to achieve customer satisfaction and safe working conditions.
7.	Information and communication.	Communication and information management. Balanced scorecard.
8.	Innovation Management.	Innovation System Management. Science and Technique Forum. Technological surveillance.
9.	Environment.	Environmental management system.
10.	Service Realization Processes.	Performance of the Services. Infrastructure maintenance. Technical Control System.
eleven.	Purchases.	Purchase management. Supplier Evaluation. Storage of supplies.
12.	Services.	Feeding, transportation and maintenance of infrastructure not linked to the realization of the product / service.
13.	Marketing.	Market management. Customer satisfaction. Market integration.
14.	Infrastructure Maintenance with Third Parties and Investments.	Carry out the maintenance and investments of the infrastructure associated with the services, hiring other companies in the country or territory.
fifteen.	Physicochemical and Bacteriological Analysis of Water.	Determine the regulated parameters by analyzing water samples from the planned observation points.

Organization chart

Organization process map

Table No. 2 Interrelationships between the internal processes determined in the organization

	Inputs to the Strategic Processes	Departures from the Strategic Processes
Strategic processes	Regulatory Documents (Constitution of the Republic of Cuba, laws, statutory decrees, decrees, resolutions and applicable norms). Work objectives Indications of the Business Group on the execution of the services. Control results of the Business Group and the Government. Audit Results. Reports on the results of the effectiveness of the Company's processes and services.	Strategic planning. Planning, review and audits of the Integrated Management System for Quality and Safety and Health at Work. Reports to the Business Group on the results of business management in each period according to the information flow and the work objectives for the year. Indications of the Business Group on the execution of the services towards the operational and support processes. Action plans and approval of projects to improve products and services towards operational and support processes.
	Inputs to the Operational and Support Processes of the Strategic Processes	Exits from the Operational and Support Processes towards the Strategic Processes
Operational Processes and Support Processes	Strategic planning. Planning of the Integrated Management System for Quality and Safety and Health at Work. Competent human resources. Financial resources. Product / service specifications. Process tabs. Procedures and work instructions. Infrastructure for the performance of services. Management of transport and food services. Management of information, communication and legal advice. Regulations on security, defense and exceptional situations.	Services performed. Control records of services and processes. Process effectiveness reports. Control reports, reviews by the Management and Audits to the GIS. Compliance with specific strategies by Key Results Area. Nonconformities. Corrective and preventive actions.

Process tab description

A format has been defined for the description of the processes, with the aim of achieving uniformity in the requirements to be considered, as well as facilitating the understanding of the document.

The elements considered in the process sheet are the following:

• Name of the process Responsible for the process Objectives Description of the process Necessary resources Normative documents Measurement of the effectiveness of the process

To measure the effectiveness of each process, there is a record in the following format:

• Heading with the logo and the name of the company, the name of the registry, the code and the page number and the total number of pages of the registry.Frequency with which the measurement is made, quarterly or semi-annually.Evaluation date where the date on which the measurement is carried out The Table for the evaluation of the process indicators, with the measurement criteria, the degree of achievement and the level of performance of each indicator, where the level of performance and the pointsobtained by the indicator The evaluation criterion, marking with a cross where it corresponds in Effective process Yes___, No ___ The name and surname of the person who evaluates the process, the position and the signature The proposal of corrective and preventive actions for the process. (It can be noted on the back of the model).

This record is archived for a period of three years by the Process Manager and subsequently it is destroyed or delivered to the raw material recovery industry, according to the characteristics of the information.

The effectiveness of the processes is evaluated periodically according to what is established in the file for each process. The indicators selected for this evaluation are presented in Table No. 2 Indicators for evaluating the effectiveness and efficiency of the processes.

Bibliography

• NC- ISO 9001: 2008 Quality Management System. Requirements NC-ISO 9000: 2005. Quality management system. Foundations and Vocabulary NC-ISO 9004: 2009 Management for the sustained success of an organization. Quality management approach.Pons Murgía R., Villa González del Pino E. 2007. Quality Management Book. Editorial UniversoSur, University of Cienfuegos Carlos R. Rodríguez, 272 p. Available at:

Table 2.2 Key indicators to measure the effectiveness and efficiency of the processes

Not.	Name of process	Indicators
one.	Of Management of the Direction.	Compliance with annual objectives as planned for the quarter.
Results of the evaluation of the processes within the scope of the Integrated Management System.
Compliance with the agreements linked to the Integrated Management System Review.
Participation of workers in the Management Management Process
two.	Security, Defense and Exceptional Situations.	Conservation status of the documentation in the archives.
Degree of updating of records and folders.
Degree of compliance with the Defense Programs.
Evaluation of the competent organisms on the security and protection of the Company.
Degree of compliance with the security and protection measures of the center.
Degree of compliance with the information to the Business Group and competent bodies.
3.	Legal advice.	Results of audits and controls on compliance with laws, statutory decrees, decrees and resolutions applicable to the Company.
Compliance with training activities on the legality applicable to the Company.
Status of control and review of purchase and sale contracts.
Settlement of disputes and conciliations in the period.

Not.	Name of process	Indicators
Four.	Financial accountant.	Have correctly implemented the elements that make up the Company's Accounting Manual.
The system of accounts corresponds to the document approved by the Director General and with the provisions of the Cuban Accounting Standards.
The results of the Company are evaluated from the Statements of Results in the Board of Directors.
Certified accounting for the period.
Compliance with the requirements of the monthly report to the Business Group.
Results of the audits of the Financial Accounting System.
5.	Human capital.	The positions that affect the quality of services are determined.
The competency matrix is ​​prepared for workers.
Performance evaluation is carried out including the impact of the training.
There is correspondence of the Annual Training Plan with the diagnosis of the knowledge needs of the workers.
Compliance with the Training Plan in the stage.
Fulfillment of the Training Plan for Tables in the stage.
Results of the measurement and monitoring of the performance of the Occupational Health and Safety System.
Results of the self-control of the Integrated Human Capital Management System.

Table 2.2 Key indicators to measure the effectiveness and efficiency of the processes (Continued)

Not.	Name of process	Indicators
6.	SIG Quality and Safety and Health at Work.	Compliance with the Audit Program.
Status and control of GIS documentation / records.
Control of the status of Non-Conformities, Corrective Actions and Preventive Actions.
Evaluation of the performance of the Occupational Safety and Health System.
GIS information and communication.
Functioning of the Quality Council, the Committee on Safety and Health at Work and the Improvement Groups.
7.	Information and communication.	The vertical and horizontal information flow of the Company has been defined.
Automated validated information systems.
Disaster plan to preserve business information.
Satisfaction of internal and external clients with business communication.
Implementation of the balanced scorecard.
8.	Innovation Management.	Compliance with the actions of the innovation strategy for the stage.
Preparation of the Problem Bank and associated projects.
Workers who participate in the solutions of the Science and Technology Forum.
Compliance with the Generalization Plan and the actions taken.
Update status of the Web library through the Intranet.
9.	Environment.	Compliance with the actions of the specific strategy for the Environment
Evaluation of government controls on the environmental management of the Company.
Responsible Management Condition with the Environment.

Table 2.2 Key indicators to measure the effectiveness and efficiency of the processes (Continued)

Not.	Name of process	Indicators
10.	Service Realization Processes.	Compliance with the objectives planned for the process in the semester.
Customer Satisfaction with the Service.
Sales compliance for the period.
Unit cost of operation (pesos / unit of measure).
Others that are defined according to the service.
eleven.	Shopping.	Supplier Evaluation.
Response time of the purchase request.
Satisfaction of purchase requests in the month.
Number of non-compliant products / services in the semester.
12.	Services.	Compliance with the maintenance plan for office and local infrastructure.
Status of cleaning and sanitation of buildings and attached areas.
Employee satisfaction with the Company's Food Service and the UEB.
Compliance with the technical availability coefficient of transport equipment. CDT = Operating hours fund - (breakage hours + maintenance hours + repair hours) / Operating hours fund. Operating hours fund = (Number of teams x shifts x hours x days) - hours of work.
Status of the legal documentation of the transport and communication equipment.
Compliance with the plan of the energy carriers.

Table 2.2 Key indicators to measure the effectiveness and efficiency of the processes (Continued)

Not.	Name of process	Indicators
13.	Marketing.	The marketing strategy has been elaborated within the business strategy.
Have implemented the marketing information system.
Have the marketing intelligence system designed.
Have updated market research.
Results of the evaluation of customer satisfaction.
14.	Infrastructure Maintenance with Third Parties and Investments.	Compliance with the works execution schedule for the evaluated period.
Results of the technical reviews carried out by the Company during the execution of the works.
fifteen.	Physicochemical and Bacteriological Analysis of Water.	Compliance with the analysis execution schedule in the evaluated period.
Results of the technical reviews carried out by the Company to the analysis reports.

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