Management teams in Cuban agricultural companies

Conceptual elements on the operation of management teams.

The great and profound technological changes that have occurred in the last two decades have had a significant effect on the new challenges that organizations face. This effect is reflected in the enhancement of the quantitative and qualitative results of business organizations, which must be strengthened through the proper functioning of the Management Teams, for which it is necessary “… to know and manage concepts, processes and techniques that allow them to guarantee in the entity that directs effective management… ”(Codina 2002), depending on the goals and objectives to be achieved, making each other mutually responsible for the vision and strategy of the organization.

The Management Team or Management Team, as some authors usually call it "is responsible for carrying out the integration at the level of the entire organization." (Boyett 2000); Its members must be clear about what the company really needs to solve, so there is a need for consistency in everyone's actions and for its performance to be in the best interest of the global interest.

These management teams have a great influence on the prosperity of the people they lead, who are the ones who make the strategy established for the company a reality. With their performance, they guarantee the progress of all personnel. When their operation is at a high level of development, their work philosophy, or in other words, their way of thinking and acting, focuses on participatory work and continuous improvement in the actions they carry out in pursuit of compliance with goals.

In Cuba these teams are mostly called Councils (1)of direction. They arise through formal channels and by designation depending on the position he occupies in the organization. They group the main managers of each structural area of the companies, both horizontally (called deputy directors, vice-presidents, assistant managers or others), and vertically (the directors of the different base units), differ from one organization to another, having take into account their characteristics. They constitute ¨… a group of people selected on the basis of their preparation, experience and qualities, which are integrated as an organizational unit to plan, organize, direct and control based on decision-making at the strategic level and establish tactical and operational procedures for guarantee the fulfillment of the social order of the organization ¨ (Zenea 2003).

Martina, (2000) establishes that the Management Teams have set themselves the goal of being a team that as a whole leads the organization and that develops a common and continuous improvement project for its growth, without neglecting the functions of their area of work. For the aforementioned, a management team can be considered as an administrative and executive body that directs the running of a company, whose members exchange information to make decisions and carry them out based on well-defined policies and objectives that guarantee compliance with actions. previously established strategies.

In management teams, managers with different cognitive and decision-making styles must be integrated, since it is true that the presence of diversity in their composition (individuals with different backgrounds and with different experiences) makes them frequently see things that homogeneous teams they do not capture, this should not create conflicts that render them inoperative. Their roles should be strategy oriented and future oriented will be forward looking. Only in this way can they successfully face the challenges that the company faces. (Codina 1999)

(1) "… Supreme organ of the administration… management organ of a company" (Great Illustrated Encyclopedic Dictionary 1997)

These teams must translate the common purposes of the internal public of the organization that they lead into specific realistic goals and achieve a consistent and adequate reconciliation with external interests, conditioned by the environment that surrounds them. This conciliation requires a very accurate handling of the possible conflicts that may occur due to the high expectations with the results of both the internal and external public.

Taking these elements into account, we consider that the actions of a management team encompass three areas (management, performance and development), which comprise not only the knowledge of the specific functions with which it must fulfill as a body, but also the way in which that it fulfills them, the evolution that it has as a group and the impact on the organization; therefore, the operating strategy must be based in the first instance on the development strategy proposed for the organization and conditioned by (Zenea Mercedes, 2003):

The type of company, its corporate purpose, and the specific objectives to be achieved.

The characteristics, interests and objectives of the leader of the organization.

The previously determined functions and the methods for their fulfillment.

The work system established by the superior organization to which the company belongs.

The commitment of those involved in meeting the objectives.

Clarity of the proposed development strategy.

Vision on the scope of development of the organization.

The executives conceptually recognize the points necessary to achieve effectiveness in the fulfillment of their functions; However, we were able to verify through consultation with experts (see table 1 and Annex 1) that there is insufficient space dedicated to thinking about the strategy to follow to guarantee the operation of a management team; it is limited to establishing the organizational elements, which considerably restricts the analysis of the actions of the management team as a governing body.

Table No 1: Results of the Expert Consultation

Experts consulted

116 Leaders. 53 professors of Management Techniques, 17 of them are Management Consultants. 7 Management Councils

Main results Initial disorientation. Confusion in terms, especially Management and Performance. 20%, had no criteria on the elements of Development.

3% of the teachers could not give criteria, the rest stated that it was an interesting approach and should be studied.

The leaders stated that they had never thought in this way about the operation of their Board of Directors.

Invitations to apply it in your Companies.

General difficulty in defining the indicators.

Source: Presentation of the results of the first stage of the investigation to the Scientific Commission

Considering the above, we consider it necessary to specify and pay more attention to what to do, how to do it and how far to go; that is, to establish which aspects determine management, performance and development (see fig. 2) as areas that determine its operation. Although, as can be seen in the figure, these areas are strongly interrelated, we recommend that for their analysis they be isolated systemically, that is, they be studied individually, taking into account the impact they have on the others.

Management team management.

Management is one of the elements that has an active connotation in the administration process. The term, coinciding with Alhama et al 2001 ¨… is the concept and word most used for two or three decades not only in specialized literature but in conversations between specialists, businessmen or people on the street ¨

It can be defined as:

The way to specify and achieve the general policies of the company (Hernández 2000).

Actions aimed at achieving the objectives, "how knowledge is applied" (Alhama et al 2001).

Management is the process of dynamic management of the interaction that occurs between the organization and its relevant environment; It can be understood as managing change within and outside the organization (Mato; Santamaría; de Souza; Cheaz 2001).

From our point of view Management of the management team can be considered as the set of actions carried out to achieve the organizational goals. It is the area that identifies and consolidates the guiding elements of reference to guarantee the actions of the management teams in order to achieve the objectives of the organization; for what is needed:

Clarity in the goals to be achieved.

Knowledge of the functions.

Flexibility in the processes to be developed.

Clarity in organizational systems.

If we take this concept into account, from our point of view, it is an area that is present in the operation of any management team in the business system and coinciding with Pérez B. and Díaz C (2001), “… its objective is to guarantee the maximum effectiveness and efficiency in the production of quality goods and services… and that this be achieved by making rational use of material and financial resources, as well as the workforce. ”

For companies undergoing Business Improvement process, these functions are proposed by the organization and approved by senior management and the National Business Improvement Group (GNPE).

It is the art of mobilizing and gathering all the intelligence at the service of the company. It works as a regulator, modifier and guide of the tasks of the management team and therefore is reflected in the work system of the entire organization. Its dynamics is determined by the fact of establishing, knowing and sharing by all the members what is to be done, with a systemic approach; In other words, do not fail to take into account the need to know how and the implications for evolution (how far?). This area is specified in the definition of the general and specific functions of the collective management bodies.

The management of the management team cannot be separated from the leadership; In the same way that management without leadership fosters an uninspired style to determine what actions (team functions) are necessary to declare to guarantee the good work of the management team, leadership without management fosters an incoherent style that promotes individualism, presumption and self-sufficiency, which would cause the death of the management team in the medium and long term.

In daily activity, the tendency is to use the terms management and administration as equivalents. From our point of view, these terms should not be confused. To manage means to govern, to direct, for which it is necessary to have not only a clarity of the functions to fulfill to guarantee the proposed objectives (what), but also, how I am going to do them. comply according to the characteristics of the organization, the people and its corporate purpose as well as what will be the evolution that will take place in compliance with that function (to what extent). ¨ You must be aware that management refers to the management of the ends (activities that intervene in the environment and are influenced by it), while the administration refers to the management of the means (different types of resources) ¨ (Mato et al 2001).Management from our point of view is part of the administration process, it is related to it, but it is not the whole.

The fundamental instrument to achieve effective and efficient management is not the individual but the team. For proper management of teamwork, clear and precise objectives and the establishment of the functions to be carried out are required. The presence of general administration functions is strategic, knowledge and conciliation by team members is necessary, given the importance of their prior determination to assess what to do to achieve the objectives.

Another key element to develop is management skills, which allow you to carry out good teamwork. Therefore, it is important to be able to analyze the management of a management team and better visualize its operation.

Management team performance

Teams are the primary unit of performance for an increasing number of organizations. Managers cannot master the opportunities and challenges they face today without giving teams much more importance than before, "… the performance challenges that big companies in every industry must face demand the kind of sensitivity, speed, tailored specifications and quality that are beyond individual reach. ” (Katzenbach; Smith 1996)

Performance is defined as the performance of individuals in achieving certain objectives with a given direction in which they combine, and evaluate, the results achieved and the behavior of the individual to achieve the aforementioned results. (Alhama; Alonso; Cuevas 2001)

It is a term directly related to the action of men to achieve certain ends, related to the activity they carry out and based on their knowledge, abilities, skills, conditioned by their physical and mental energies. (Baute 2000). It consists of "… knowing correctly the role of all those involved in an organization to determine… how it is being done." (WWW. Descriptive phrases.com)

The performance of the management team is associated with the ability to act based on the fulfillment of the objectives set and the possibility of the management team to transform the organization with their actions. It is the way in which the functions established by the governing body are fulfilled, determined by the set of abilities inherent in its members to achieve the objectives.

The performance of the management team can be defined as ways in which the functions are fulfilled to achieve the goals or purposes of the organization. For this you need:

Recognition of the necessary skills and abilities.

Fulfillment of the determined functions.

Proper application of tools, methods and techniques.

Knowledge of the processes to be developed

All this complements what Katzenbach (1996) expresses "… if management expects to obtain increases in organizational performance through the use of management teams, they will have to ensure that they possess these characteristics…"

Visionary leadership.

Teams with authority.

Dedication to clients.

Total quality.

Continuous improvements and innovations

Association with suppliers.

Strategic Alliances.

It is evident that management teams, when they function as such, outperform people when they work in isolation. In many organizations there is a tendency for this body to function representatively based on the specific functions of each position and not as non-collective based on the functions established for and by the management body; applying what they already know about the subject and which is widely shared by managers

The size, the purpose, the goals, the abilities, the focus and the responsibility are part of the fundamentals of the team that should not be overlooked when deciding the way in which it is going to act to fulfill the functions, this will favor the creation of the necessary conditions for its performance.

For Katzenbach et al (1996) a management team requires three different types of skills for effective performance. They need members with:

Technical or functional knowledge.

Decision-making and problem-solving skills: Teams should be able to identify the problems and difficulties they face, assess their options for moving forward, and then weigh the pros and cons and decisions on how to proceed.

Interpersonal skills: There can be no common understanding and purpose without effective communication and without constructive conflict.

We are of the opinion that this is precisely one of the barriers to determine how the management team should act, especially if we take into account that the composition of the teams is essentially established by the responsibility of the individual and by his technical knowledge; on rare occasions other skills such as developing interpersonal relationships, teamwork, problem solving, etc. are taken into account.

The true management teams or real teams as Katzenbach sometimes calls them, always find a way for each of their members to contribute and thus obtain recognition, when individuals are subjected to a common team purpose and goals, the The need to excel as an individual becomes a powerful engine for team performance.

Coinciding with De la Bedoyere (1990), management teams that perform well, that is, raise the level of performance beyond what could be achieved by the same individuals working alone, based on their specific functions for the position they occupy, is why:

They bring together complementary skills and experiences that exceed that of a single individual, allowing them to respond to contemporary challenges such as innovation, quality, and customer service.

They jointly determine and develop clear goals and approaches, are flexible and responsive to changing events and demands.

They provide a unique social dimension that improves the economic and administrative aspects of work.

They gain confidence and security in the ability of others.

They reinforce each other's intentions to achieve the team's goal over any individual or functional purpose.

This does not mean that individual performance ceases to matter, but that team performance complements and strengthens individual work, if the team is not successful, the organizational and social recognition of each of the managers would be limited, so the contribution and collaboration of each member is important.

Robbins, (1998) presents some proposals to develop the performance of the management team these are:

Define premise and direction: It is necessary that all team members are involved in defining and approving the ways to develop in fulfilling the established functions. Select members based on skills and ability potential, not by personality:Regardless of whether the positions that by nomenclature must belong to a Board of Directors are established by resolution, something with which we do not disagree, we consider that it is a limitation but we take into account the personal potential of each of the members who must compose the management team. This is supposed to be done at the time of appointing the person to the post, but also at that time technical abilities take precedence over personality.

Pay particular attention to the first meetings and actions: this is limited because most managers do not have the necessary skills and knowledge to select the instruments that allow for adequate follow-up on this aspect.

Establish some clear rules of behavior: All true teams develop rules of conduct that help them achieve purpose and performance goals.

Harnessing the power of positive feedback, recognition and reward: Positive reinforcement works just as well in a team setting as it does in other activities. In reality, satisfaction with team performance becomes the most precious reward.

In a management team, its members interact mainly to share information and make decisions that help them perform separately within their areas of responsibility, the team is in charge of establishing the methods by which each individual will carry out their functions, with the objective to meet the goals of the organization and make them feel motivated to increase the performance of the team.

The management team is in charge of defining the specific results that are important to the overall goals of the organization. If this does not happen, it is unlikely that the team's achievements will be effective since “… performance results are the main reason of being of the teams ”. (Katzenbach et al 1996)

The leadership team leader has a radical influence on whether or not his team performs well. Selecting people with demonstrated abilities or potential to lead a team will improve the possibilities for team action. Leaders can make important changes by identifying key performance challenges and engaging team members in them, "… if leaders don't demand and then support their teams in the continued pursuit of performance, the only thing they'll get is more apathy, more frustration and more risk aversion ”, (De la Bedoyere 1990).

The manager must do everything possible so that his collaborators are motivated, "… since motivation leads to the idea of striving and the employee's performance is a consequence of their efforts", (Montaner 2000).

Management teams perform poorly when they have a weak sense of direction; a malfunction of a management team and therefore a rapid destruction of it may be caused by an inadequate establishment of the purposes, goals or approaches determined to achieve the stated objectives. Effectiveness will also decrease when there is an exaggerated amount of internal problems, members do not need to like each other. Rather, team members must be willing to set aside minor differences in order to achieve their goals (Gilli et al 2000).

Now, managers are able to make corrections on the fly and improve their performance “… only if timely, direct and practical feedback is received. If feedback is delayed (through management levels or support offices) or takes an impractical form, they will have difficulty achieving performance improvements. ” (It costs 2001)

In order to analyze the performance of a team, the perception that one has of the situation, the potential, the capacities and the personality of the individuals that comprise them, as well as the synergy caused by the interaction of the same, which undoubtedly influences the results. Therefore, it involves permanent boss-subordinate feedback and communication, as well as self-evaluation both individually and by the team; the first is guaranteed by complying with the provisions for the evaluation of the management cadres, the second is rarely carried out. When evaluating people based on their individual efforts, even when told that they are part of a team, they still think in terms of individual performance and this negatively influences the functioning of the management team.By resorting to individual evaluations, team performance must be made highly important. Sometimes individual performance evaluations are not compatible with teamwork. Make sure that at least one of the most important aspects is individual performance as a team member: the person's willingness to cooperate and consider the team's goals more important than their own.the person's willingness to cooperate and consider the team's goals more important than their own.the person's willingness to cooperate and consider the team's goals more important than their own.

Taking into account the above, we believe that teams need performance measurement systems to regulate whether the selected ways to comply with what is established is adequate or not and to be able to make the necessary adjustments. A measurement system that supports the team-based organization ensures that the functions provide each member with the necessary knowledge about the operation of the organization and allows people from the different areas that make up the team to speak the same language. The main factor of these systems is to circulate the information so that the managers can make "right decisions" that allow an adequate fulfillment of the organization's purposes.

There is a conflict between performing effectively as an individual and performing as part of an effective team. When leadership teams begin to show close cohesion, they often themselves put pressure on everyone involved to be compatible and strengthen as a group.

Performance is an essential area in the operation of management teams; By having clarity in the way in which the established functions will be carried out (how), much better results will be obtained than those that could be achieved by those who act in isolation.

Management team development

Management Teams face an unprecedented period of business opportunities but there are also threats, so existing management practices must be modified to guide the organization's trajectory and adopt more appropriate methods that allow better adjustment to the environment more and more. aggressive, demanding and changeable.

A deeper and more determined orientation to the organization's strategy is required, a close interaction between the key aspects of the strategic and operational management, as well as its effectiveness. Significant investments in the development of executives and their Management Teams will be required to establish an essential and conscious capacity that allows them to enter competitively in the changing environment.

The term development has been defined as "a set of activities whose function is to ensure that the company is staffed with people in a position to effectively perform the tasks or jobs assigned to them" (Menguzato M, 1997). These activities basically refer to training programs, the promotion and management of careers in the company.

This term has also been defined as “a long-term training process, in which an organized and systematic procedure is used by means of which executive personnel can acquire theoretical and conceptual knowledge with general purposes. Development is increasingly focused on educational, theoretical and philosophical concepts ”(Sikula, A. 1994). Stoner, J. (1997) defined it as a “… process designed to develop the skills necessary for future activities at work”.

From our point of view, the development of a Management Team is a continuous and planned effort to improve the levels of competition and team practices; It comprises the set of actions that lead to an advance or advance in the results obtained in its operation, through training and improvement programs. This process involves team learning, which goes beyond the activity and the position held by each of the members; It has a systemic approach, it must be systematic and planned to guarantee the evolution of the organization on a permanent and long-term basis.

Team development reinforces individual preparation and creates better conditions for greater involvement in agreed decisions; The members of the Management Team must develop individually since each individual has their particular needs for improvement, but progress is not achieved if a balance is not maintained that allows putting the new knowledge into practice. This process has a complex character, it tries to incorporate new knowledge, habits and skills, different ways of doing things for what is needed:

Recognition of new skills to acquire.

Implication and clarity in the strategic projection of the organization.

Greater and better skills.

Upward dynamics in the results.

Ability to change.

High commitment from all involved

"Training directed at the management team must be heuristic and problematic" (López, J, 2001), that is, rather than relying on mechanical exposition of concepts and ideas, it allows the manager to find the necessary knowledge, the fundamental thing is change of conduct in order to face a problem, reflect, seek advanced experiences in this field, seek information, use collective thinking, select information, assess possible options and find the best solution. Members of the management team must be architects of change, because the problem is not only how to acquire new knowledge and skills, but how to unlearn the things that are no longer useful for the organization.

It is very important to highlight that in the development process of a Management Team, the top manager plays a decisive role. They are responsible for creating conditions in their team members to guarantee success, this being the main objective of the development process. In other words, this process of developing the management team is a process of growth.

We must also suggest that the type of work to be carried out directly by the manager and the balance between the operational and strategic workload to be attended will also depend on the level of development achieved by his management team. When this level is low, the director must assume the traditional responsibilities of the administration; But when the team's degree of development rises, revealed in the levels of preparation as well as in the cooperation, its unit of action strongly concentrated towards the general strategic objectives of the organization, its capacity for communication and support, and the discipline in the performance of duties,The director is more likely to delegate functions and tasks and to focus on the strategic elements that lead to progress for his organization.

We consider that for this there are no fixed rules regarding the time necessary to raise the level of development of a management team and the forms or methods to be used, this will depend, among other elements, on:

Type of activity they carry out as well as their level of complexity.

The level of preparation of the members.

Ability to take responsibility

Disposition and motivation

The development of the Management Team, as we have already mentioned, aims to improve the overall effectiveness of its members individually and of the management body globally, to improve the present and future results of the company. The actions to be carried out during it must be an integrated and key element of the business development process, so it will depend on both the individual and group needs of the team and the needs of the organization. The members of the Management Team, increasingly, will be evaluated, not so much by the objectives that are set as by the attitudes that are adopted.

Procedure used to analyze the operation of the Management Teams in agricultural companies

For the analysis of the operation of the management team of the Empresa de Cultivos Varios Horquita, a group of specific variables were determined, taking into account the following elements:

Results of previous investigations carried out in the same company.

The consultation of the sources bibliographies accessed.

The criteria obtained from experts consulted in this regard (Table No. 1, Annex 1)

The characteristics of the company and the criteria of its senior management.

The incidence of the same in the operation of the management team and its manifestation in the company.

Table No 1 Experts Consulted.

Experts consulted	Total
Leaders	116
Management techniques teachers, of them: management consultants	53 17
Board of Directors	7

Source: Report on the results of the expert consultation

In this selection, the following principles were followed:

That they were factors that could be measured.

That they provide adequate information about the object of investigation.

They must correspond to the characteristics of the company where they wish to apply.

The specific indicators studied are reflected in table 2:

Table 2: Variables for the study of the operation of the Management Team in the company

Area	Variables
Management	Communication, cooperation and coordination among members, planning and execution, commitment to decisions. Knowledge of the organ's functions Economic - financial health
Performance	Productive Economic Results. Information System. Monitoring and Control. Quality of the meetings. Leadership. Motivation. Organizational climate.
Development	Training plan for the board of directors. Level of involvement in the vision. External alliances. Dynamics of economic-productive results.

The Board of Directors of the companies are the object of study in this research, which are the team that brings together their senior management.

Participating and non-participating observations were made as a basis for this analysis; where not only the process was observed but also the reflection of the operation of the Board of Directors in them; as well as in extra-labor activities to check how the relations of the members of senior management develop among themselves and with non-managerial workers. The non-participating observations were at meetings of the Board of Directors, a working session with the managers and projection meetings; It is good to clarify that in this observation the purpose was to obtain a more complete vision of individual and group behavior and to reduce the possibility that the analyzes on the behavior of individuals would be distorted as a result of the researcher's prior knowledge.

Non-standardized interviews were conducted with all active members of the Boards of Directors; 25% of other workers who are not members of senior management, but who in some way perform management functions already externally involved, who have a direct impact on the results of the company or some knowledge of its operation.

The documents studied were the following:

Minutes of the meetings of the Boards of Directors

Company development strategy.

Bases of Stimulation and Attention to Managers and Reserves.

Updated Diagnostic Report.

Statistical reports and financial statements for the last three years

The areas that determine the operation of a Management Team are closely interrelated, so any transformation to be made in the work strategy must be taken into account with a systemic approach; nevertheless we recommend that for their study they isolate dialectically; that is, their independent analysis without forgetting the incidence they may have on each other.

The results obtained allowed verifying that the selected variables are valid for the analysis of the operation of the management teams in agricultural companies since they give a vision of their operation and allow the execution of actions in favor of their improvement. This allowed us to know where the problems are and therefore determine more easily where the team's operating strategy should be directed.

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Appendix 1

CONSULT EXPERTS

Partner:

We are interested in knowing your opinion on the operation of the management teams, research carried out by UNAH research professors.

We appreciate the interest shown in giving us your opinion and the time dedicated to it.

Thank you.

QUESTIONNAIRE

Activity performed (mark with an X, there may be more than one option)

Professor_____ Consultant_____

Researcher____ Leader______

From your point of view, what are the main factors that affect the proper functioning of the Boards of Directors.

Internal: _______________________________________________________________________________