As background, it is also found that SENA published in 1983 a compilation of anthologies, entitled Introduction to Systems Theory, a document that shows the circumstances of the institution, at that time, and SENA's current situation coincides with the appreciation of the authors of the text, when they express the:
In this context, Conpes stated in 1997 that SENA has problems, because:
"Its development is not harmoniously articulated with other systems" (pages 1)
In that order of ideas, the question arises:
What is systems approach?
The answers to this question are found in the following theoretical writings:
“The systems approach; … We could say that it is a useful and valid administrative proposal that has scientifically proven its effectiveness, closely related to the environment of the organization, that facilitates the business humanistic relationship and that allows the application of different models for different problems ”(Source: Organizations and Administration, a Systems Approach, Norma, Bogotá, 1985, page 145)
"A system is a perceived totality whose elements are agglomerated because they are reciprocally affected over time and operate with a common purpose" (Source: The Fifth Discipline in Practice, How to build an intelligent organization, Ediciones Granica SA Barcelona, 1995 page 94)
"… the essential idea of the systems approach is that the activity of any part of an organization affects the activity of any other… then, in the systems there are no isolated units, on the contrary all its parts act with the same orientation and satisfy a common goal… the correct functioning of the parts is necessary for the effective performance of the whole as a whole. ” (Introduction to Systems Theory, corporate text, Bogotá, 1983 pages 21)
“Systems-oriented organizations can be represented through traditional organizational models such as the organization chart; however, if these models are created to be useful and not simply as office decoration, they are often quite complicated. –The advantage of linear liability systems charts is that they allow the user to appreciate both their own role in the organization and that of the individuals with whom they must work every day. –The graph of the linear systems of responsibility (…) allows the clear description of the roles played by the individuals in the organization and, as such, is an organizational model that focuses its attention on the characteristics of the system. ” (Source: Organizations and Administration, a systems approach, Norma, 1988, pp. 221,223 and 227)
"A system is an interacting or interdependent set of elements that form a unified whole… everything is a system… consequently, actions that affect one element cause reactions of the others" (Organizations and Administration, a Systems approach, Norma, Bogotá, 19985, pages 41)
In this regard, Michael Porter, as regards a systemic approach, theorizes as follows:
"Acquiring competitive advantage requires that a company's value chain be managed as a system and not as a collection of separate parts." (The Competitive Advantage of Nations, Vergara, Buenos Aires, 1993, p. 74)
"… the essential idea of the system approach is that the activity of any part of an organization affects the activity of any other… then, in the systems there are no isolated units, on the contrary all its parts act with the same orientation and satisfy a common goal… the correct functioning of the parts is necessary for the effective performance of the whole as a whole. ”
For his part, Alberto León Betancourt wrote that:
"A system is an interacting or interdependent set of elements that form a unified whole… everything is a system… consequently, actions that affect one element cause reactions of the others"
It is to be inferred that SENA could have overcome its current conditions of contrasts between Duty Being and its reality, if it had worked with the systems approach, since in this way it would have been fed back with the information that the environment constantly produces and demands and, I could have:
"… anticipate the adaptations of its internal structure and external relations or links of the organization in its context… and in turn would have managed to eliminate the obstacles that have delayed its development process."
The Systems Approach involves a macrovision that reveals the categories of input, product, structure, process, environment, among others, with a synergistic attribute such as feedback, through which self-diagnosis can be institutionalized, with whose variables and indicators, a permanent technological strategy for organizational change and innovation can be established. With that macrovision behavior, "Special attention is paid to data inputs and processes that feed back information from the environment, to adjust or anticipate the adaptations of the internal structure and external relations or links of the organization with its context."
In the same vein, Alberto León Betancourt conceives the macrovision of the systems approach, when he affirms:
“The administrator must take into account, when determining global objectives, the different actors to which the organization must respond. These actors generally have conflicting objectives because achieving one eliminates the possibility of achieving others… ”
And he continues saying that: “An actor is an individual or an institution that demands something that the organization owes him…”
The opening and globalizing times have become an indecipherable conflict for companies and organizations that, like SENA, were once paradigms of organizational development and linear management, but were not in a position to read the technologies of the future, in strategic terms. In this regard, Peter Senge states within his concept of systemic thinking that:
"The moment of greatest growth is the time to plan for difficult times."
Interpreting these messages, we could say that the systems approach is a universal language, as it coincides with Peter Senge, when he states that:
"A system is a perceived totality, the elements of which are agglomerated because they affect each other over time and operate with a common purpose"
3.1.3. Competitiveness
A third antecedent is the publication in 1997 of the corporate document "Towards a Competitive SENA" Strategic Plan 1997-2001, which proposes strategic projects of competitiveness in the following systems of the institution, thus:
3.1.3.1. Vocational Training System:
"Expansion of coverage. Modernization of plans and programs. Integrality and quality of Vocational Training ”
3.1.3.2. Employment Information System:
“Consolidation and expansion of the System. Structuring of the Occupational Guidance System. "
3.1.3.3. Science and Technology System:
"Attention to productive technological development projects. Implementation of the information and monitoring system for technologies and markets. ”
3.1.3.4. Institutional Development System:
"Improvement of institutional management. Modernization of Training Centers. Modernization of processes and computer plan ”(pp. 8-11)
Those strategic projects of competitiveness, presented in "Towards a Competitive SENA" Strategic Plan 1997-2001, are aimed at solving problems that the entity recognizes, exist in its real SER, thus:
a) Vocational Training System:
“Dispersion and disarticulation of the offer of training for work. -Low coverage of the training of technicians and technologists, according to the requirements of the productive sector "
b) Employment Information System:
“Low relevance of training actions with the requirements of the productive sector.
Insufficient vacancy capture and effective placement. -Insufficiency in the orientation of the unemployed. -Disarticulation between information on labor markets and the programming of training for work "
c) Science and Technology System:
“Insufficient levels of competitiveness in the productive sector. -Inefficiency in the use of existing resources to support technological development -Low attention to the productive sectors in technological aspects. -Low training in technological management "
d) Institutional Development System
“Inadequate knowledge of the services and institutional achievements in the productive, institutional and social environment. -Insufficient sponsorship of worker-students of long courses. -Deterioration of the organizational climate. -Technological updating by SENA teachers. -Inefficiency in the processes and in the administrative management models of the centers. -Loss of effectiveness of the institutional management indicator model ”
This wide range of problems is an input to the self-diagnosis that the entity makes of itself to prepare its restructuring plan, in whose strategies, it suggests that the aforementioned systems are either very weak or not synergistic, or are very closed, (entropics) or are outdated, as deduced from the reading of the strategic projects.
Given this state of affairs, it is not daring to say that SENA systems need reengineering in the sense of redesigning processes, applying the systemic approach, forgetting conventional methods, and dedicating their interest in quality, innovation and service. to the client.
To the extent that systems have their own characteristics, they also have general components, such as purposes, central function, competencies, objectives, control mechanisms, operationalization, benefits, difficulties, models, applications, concepts, organizational structure, jurisdiction and strategies, and As such, each system should have its own manager with analytical and opportunity-taking skills, rather than problem solving; great willingness to practice solutions; skills for inter-system communication, not in-system communication, among others.
Without being theoretical, it can be argued that all of the above indicates that the integrity of Total Quality requires:
- Share vision, mission and global objectives written, published, known and shared by all Having capacity for action and transcendence Prioritizing science and technology Strengthening circular information Selecting personnel with creative, investigative and critical capacity Working in teams with discipline, demand, innovation and flexibility. Articulate operational actions and determine priority areas to address Analytically define adequate globalizing strategies Perform internal technology transfer
This is corroborated with Edward J. Hay, who states:
"Total quality is the end result of a whole series of activities"
In this regard, Michael Porter, from the point of view of competitiveness, theorizes as follows:
"Acquiring competitive advantage requires that a company's value chain be managed as a system and not as a collection of separate parts."
Articulated in the context of the corporate document "Towards a Competitive SENA" Strategic Plan 1997-2001, is the issue of competitiveness, the concept of which is defined by some authors, who respond as follows to the question:
3.1.3.4. What is competitiveness?
a) "Capacity of Colombian society to face the challenge of the global economy and, at the same time, increase its levels of well-being" (Source: Strategies and mechanisms for promoting competitiveness and productive technological development, National Competitiveness Council, Bogotá, 1997)
"Competitiveness consists of the capacity of a country to sustain and expand its participation in international markets and raise the standard of living of its population. This requires an increase in productivity, therefore the incorporation of technical progress. ” (Source: FAJZYLBER, Fernando, quoted in The Competitive Advantage of Antioquia Business Activity, Chamber of Commerce, Medellín, 1998, page 11)
"The only significant concept of competitiveness at the national level is national productivity" (Source: The Competitive Advantage of the Nations, Vergara, Buenos Aires, 1993, page 45)
“Competitiveness is not something static, it is a continuous process of improvement and innovation that requires precise objectives, broad inputs (natural resources, human resources, capital, infrastructure), clear strategies, and an environment that allows rapid adoption of those innovations that are based in knowledge ”(Source: Monitor Report, 1995, page 4)
“Competitiveness is achieved through the development of innovation, adaptation and strategic alliances. -… advance from a professional training supported by HACER to a professional training supported by SABER ”(Source: Reference framework for the modernization of the curriculum design of plans and programs in SENA, Santafé de Bogotá, 1996, page 11)
"… a business model that, using the principles and methodologies of total quality, allows not only to achieve competitiveness, but also to create the basic economic cell through which the community manages to generate well-being for all its members." - "We will treat competitiveness from the prism of the application of the principles of total quality aimed at achieving excellence in all the internal processes of the company…" (Competitiveness is Total Quality, Alfa-Omega-Marcombo, Barcelona, 1993. Page 8
"Essential competence is made up of three distinctive basic elements or components: ones of technological origin (in a broad sense: knowledge and experience accumulated by the company); others of an organizational origin ("action processes" of the organization); and others of a personal nature (attitudes, aptitudes and abilities of the members of the organization) - From the combination of these distinctive basic competences the «essential competence» is obtained. (Source: Tacit knowledge, skills and experience, Proposal for the formulation of a knowledge management strategy. María Gradillas Reverté, www.gestiondelconocimiento.com - [email protected] February 2001)
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