INTRODUCTION
The present investigation has been carried out in the Budgeted Unit Office of the City Historian, located in Mercaderes no.21 in the Municipality of Old Havana, one of the smallest in the City of Havana, it has an extension of 4, 32 km2 and Its territory is divided into 7 Popular Councils.
study-of-the-profile-of-skills-and-its-relationship-with-trainingIt consists of a Historical Center that territorially covers almost 50% of the municipal surface (2.14 km2). The understanding of the values of the Historical Center and the need for its conservation are largely due to the existence of the Office of the City Historian, a pioneering institution in the vicissitudes of the defense of the ancient city.
Changes in technology in recent years coupled with new environmental regulations and consumer habits are changing the rules of the game with which companies compete and the leadership styles that managers must have to respond to new challenges.
Starting in the last decades of the last century, companies are undergoing a process of revolutionary changes, from a regulated situation to highly competitive open environments, changes to which the Cuban company is not exempt, which in order to carry out its mission and achieve a Greater business performance should foster a culture of openness to change, train professionals who have managerial thinking based on knowledge and use of techniques and tools for human resource management.
The changing and new situation forces the human resources management of organizations to map out, as a primary goal, to guarantee that their personnel have a great capacity to adapt to internal changes in the environment. For this, you need to have a strategic vision that allows you to look to the future, anticipate needs, and even generate your own future. In all this process of change in organizations, the existence of high levels of training is key, both in managers and their reserves, as well as in technical personnel and workers, which allow to increase the organization's competitiveness.
It is therefore of interest to the historian's office to create leadership skills in our executives by requesting the University of Havana the possibility of imparting the master's degree in business administration in which are cadres and leaders of our institution Office of the City Historian de la Habana was founded in 1938 as a public institution and an autonomous municipal body that would systematize Dr. Roig's work. With the enactment of Decree-Law 143, of October 1993, the bases for a self-financed rehabilitation were created, with an institutional organization that responds to the new investment dynamic. That is why a special administrative regime was established that empowers the Office to know, decide and control issues related to housing,State-owned assets, land use, investment process and other necessary aspects.
The Mission of the City Historian's Office is to Manage the financial, material and human resources that guarantee the preservation, restoration and conservation of the Historical Center, as well as to guide and methodologically control the entities of the Office of the City Historian system of Havana and to fulfill this objective the Vision To become an effective Economic - Administrative Organization for the preservation, restoration and conservation of the Historic Center of the City of Havana with the participation of all the members of the system.
RESEARCH PROBLEM
The problem to be investigated about the skills profile in the Budgeted Unit Office of the Historian and its relationship with training is defined.
SPECIFIC OBJECTIVES
• Identify if there is a relationship between training and skills.
• Carry out an evaluation of the training plan of the UP Office of the Historian.
• Analyze the economic impact of training on managerial skills.
• Prepare and analyze the profiles of managerial skills of the masters students of Old Havana.
The following methods were used to support the research:
Theoretical methods
Logical historical method: It was used to make a retrospective, with the consultation of the specialized bibliography on the subject, offering an explanation on specific aspects of the research, related to the conception of managerial skills that clarify the topic under investigation. It allowed the interpretation and adoption of positions of the authors of this research.
Analysis and Synthesis: They constituted methods of great value for promoting logical processes of thought that allowed the argumentation process of the thesis, as well as the arrival to partial and final conclusions during the investigation.
Induction and Deduction: They were very useful for the transition from the general to the particular and vice versa and for the establishment of their links, constituting an important scientific way to arrive at particular analyzes and generalizations.
Empirical methods
Consultation with experts: It was an important method for obtaining management information.
The Observation: Contact with company employees and managers evidenced their limitations in their actions.
The Interview: The selected colleagues provided information on the difficulties that still exist
Chapter 1: Management Skills and Training.
With this chapter we intend to make a conceptual theoretical account that addresses the topics related to skills and the relationship between skills and training.
Heading 1.1 Management Skills
Management skills are a set of skills and knowledge that a person possesses to carry out management and leadership activities in the role of manager of an organization. Among these are the management of human resources, time management, analytical skills, negotiation skills, project management, decision making, teamwork, ability to express oneself in public, etc.
The tool that allows us to have a better perspective on the strengths and weaknesses of our managerial skills is the Managerial Profile, which is not a scientific instrument, but leaves us in a more favorable position to see what are the necessary improvements for our style of direction.
Types of management skills
In order to perform the functions and roles of management, a manager must possess certain skills.
There are three main groups of managerial skills that a manager must master in order to be successful:
• Technical skills: involves knowledge and expertise in certain processes, techniques or tools specific to the position or specific area that he occupies.
• Human skills: refers to the ability to interact effectively with people. A manager interacts and cooperates primarily with her employees; many also have to deal with clients, suppliers, etc.
• Conceptual skills: it is about formulating ideas - understanding abstract relationships, developing new concepts, solving problems creatively, etc.
Depending on the managerial level, different skills become more or less important. Although human skills are important at all levels, conceptual skills become more important at high management levels (in order to see the organization as a whole, plan, etc.), while at lower levels they have technical skills are very important.
As the business world changes, so does the need for certain managerial skills. That is why every manager, or who aspires to be, must be constantly updating and improving their managerial skills.
Key words: managerial skills, managerial skills, managerial skills, managerial development, managerial skills, supervision
Section 1.2 Development of Management Skills and Training.
Currently, human capital formation is the answer to the need of companies or institutions to have qualified and productive personnel. In this sense, one of the main tools for the organization to expand knowledge and aspire to be in the competent range is precisely the training and development, on a continuous and scheduled basis, of its personnel, based on the real needs and aimed at the increasing improvement of its members and organizational performance, to such an extent that the basic competitive advantage of companies will lie in the level of training and development of human capital
Any company that tries to become a leading organization needs that its performance must be a consequence not only of the training of the employees, but of the acquisition of greater knowledge and skills, of the advancement in emotional competences (self-confidence, self-control, results orientation, empathy, teamwork, influence, etc.), as proposed, and even to develop a capacity for continuous learning. On the other hand, workers and managers must verify that they not only receive knowledge, but also professional skills. to face their daily problems, be able to transform knowledge into technologies and put them into practice, as well as apply them so that they contribute to the innovative capacity of the company and its economic efficiency.
Training and development has become, on the one hand, the profitable way to fulfill the mission of the organization, facilitating renewal, increasing the capacity of company personnel, allowing decisions to be made from different levels of responsibility. to improve the organization, thus balancing the workload of managers.
Knowledge of the attitudes assumed by managers gives us the possibility of determining learning needs in the sense that the situation requires to train more capable managers. The impact obtained as a result of adequate training will allow the organization to rise to contemporary demands.
Chapter 2: Assessment of Training at the UP Office of the Historian. Impact on management skills.
In this chapter our intention is to review some concepts on the subject of training and the importance of the design and programming of a training plan that responds to the needs of the personnel of each of the work areas in the organization and how this It can contribute to the development of managerial skills.
Epig 2.1 Importance of Training and its impact on Management Skills
Administrations have a large number of opportunities to improve staff performance, motivation and ability through development techniques on and off the job, such as:
- Expand staff responsibilities through effective delegation and supervision.
- Increase employee participation in decision-making in areas that affect their work and give appropriate recognition to their contribution.
- Encourage individual initiatives and suggestions to improve program performance.
- Provide frequent and positive feedback to carry out new responsibilities.
- Establish a program for the promotion of employees as part of the benefits package of the organization. (This helps retain valuable staff who would otherwise move to another organization.)
- Use daily staff interaction and meetings to impart and share new knowledge and experiences.
- Allow employees to attend courses, seminars, congresses and conferences. And that the latter are not only intended for first-level managers as in practice
- Provide reading materials for study.
- Develop a job rotation program that allows some to learn from others within the organization.
There are different types of training, it is possible that the skill deficiency can be solved through training in the performance of work, casuistically the administration must consider whether the employee is really qualified for the job and can be trained or if the job must be done by someone else.
The executive must have adequate knowledge to:
- Determine the training need of an employee
- Establish training requirements
- Prepare a training program
- Prepare the budget for personnel training
- Support training logistics
- Evaluate a program Training
- Follow up when the training program ends.
IMPORTANCE OF TRAINING
Training is an indispensable business management strategic tool to redefine the growth and training strategy of its employees.
Investing in training will allow you to have professional employees capable of facing challenges and adversities that jeopardize the stability of your company, through creativity.
Training is a process, which consists of providing employees with the necessary knowledge to develop the skills and techniques that allow them to carry out their work; it allows to transmit to new employees the basic knowledge about the operation of the company so that they can adapt and grow professionally within the company; Likewise, employees who have spent more time working in their company need training to carry out their work, perfect it and guarantee good job performance.
Currently, the training of human resources is the answer to the need of companies to have qualified and productive personnel. With training, you not only contribute to the personal and professional development of individuals; it also results in benefits for the company. Training is undoubtedly one of the best investments in Human Resources and one of the main sources of well-being for personnel and the organization.
How does training benefit companies?
- It leads to higher profitability and more positive attitudes.
- It improves the knowledge of the position at all levels.
- Create a better image of the company, products and services.
- Improves the relationship between bosses and employees.
- Communication to the entire company is promoted.
- Reduces tension and allows the management of conflict areas.
- Decision making and problem solving are streamlined.
- Promote development with a view to promotion.
- Contributes to the formation of leaders and managers.
-When employees are better informed about the duties and responsibilities of their jobs, when they have the necessary job knowledge and skills, mistakes are minimized.
How does staff training benefit?
- Help the individual for decision making and problem solving.
- Nurture confidence, assertiveness and development.
- It contributes positively in the management of conflicts and tensions.
- Forge leaders and improve communication skills.
- The level of satisfaction with the position increases.
- It allows the achievement of individual goals.
- Develops a sense of progress in many fields.
- Eliminate fears of incompetence or individual ignorance.
What is the cost of not training?
-It takes up to six times longer for people without training to do their job than a trained and motivated person.
- Training improves retention. Some studies reveal that in those companies where there is no training of any kind, 41% of people want to leave. In those where there is, only 12% seek to leave. This implies a great cost for the organization.
- Other studies show that companies that invest training; showed an increase in profit margin and higher productivity per employee.
Training is an activity that must be based on the real needs of a company oriented towards a change in the knowledge, skills and attitudes of its employees. It is the educational function within a company for which present needs must be met and future needs must be anticipated. It is important that a training program be developed, it must be designed according to the needs of the company and employees, since It will contribute to raising the quality of production and the workforce.
Training Plan Year 2009 of the Budgeted Unit Office of the Historian
Cultural, technical and professional improvement
2010 Training Plan of the Budgeted Unit Office of the Historian
Of the 39 actions programmed in 2009, only 4 are aimed at enhancing managerial skills, representing 10% of the total. The same behavior has the actions scheduled for the current year.
There is similarity in the training, technical and cultural training action plans for the years 2009-2010, in the opinion of the author of this research there should be a feedback of the needs communicated by the staff, and designed according to the needs of the company and the employees.
It is important that the strategies or action plans are specific enough not to get lost, but also flexible enough to be able to make adjustments and modifications during the course of the action. The career and training plans together must be focused on the overall strategy of the organization, that is, within the specific activities and tactics to be followed in the company, training must be considered as the ideal means to invest in and develop human capital until it becomes a competitive advantage of the organization itself.
Analysis of the indicator number of trained workers
Of a total of 1243 workers, 130 were trained for 10.4% in actions related to: Job training, job training, Postgraduate courses Diplomas, master's degrees, doctorates, Complete training courses of the MINED, Courses of complete training of the MONTH, Foreign language courses, Computer courses, Trainings abroad, Other actions (seminars, workshops, Conferences etc. Within these actions 88 were continued.
Analysis of the Training Expenditure Indicator
ANO 2009
UM: MP
The behavior reflects a compliance of 37.3% with a saving in the indicator, this does not mean a decrease in the shares as it is not considered an unnecessary expense. In the organization there is a willingness of executives to enhance the indicator, reflecting in the approved budgets, the result is given by the behavior of the national currency (18.2%) where the vast majority of training actions were taught by courses in the National Association of Economists of Cuba (ANEC) and The Young Computer Club, all of these for free.
Details of the execution in national currency that were not included in the 2009 action plan:
Details of the Execution in convertible pesos that were not included in the 2009 action plan:
PERFORMANCE OF THE INDICATOR UNTIL AUGUST 2010 IN RELATION TO THE PLAN OF THE YEAR.
UM: MP
% compliance 29.0
For the current year the training plan decreases by 14.2 MP total currency from 67.5 for the year 2009 mp to 53.3 mp year 2010 with a real compliance of 24% of the total plan.
Chapter 2: Analysis of the Profiles of Skills in Master's students ”
In this chapter we elaborate the profiles of managerial skills of the master's students from Old Havana, a master's degree currently taught at the University of San Jerónimo. To achieve the objective set, the business profiles of the MAN H. Vieja group and the managerial profile of the students of the Master of Business Administration from MIC (drawn from the Master's work of Professor Valietti) are prepared.
THE MANAGEMENT PROFILE WE CAN ANALYZE IT FROM DIFFERENT OPTICS:
BOARD PROFILE
Professional
Optics Social
Optics Personal
Optics Managerial Optics
Executive Profile
PROFESSIONAL OPTICS
Combine technical knowledge with experience
Broad cultural training
Reach objectives
Have potential and developmental capacity
Interested in work and respect hierarchy
Discreet
SOCIAL OPTICS
Communication skills, empathy and persuasion
Negotiates easily and effectively
Works in groups
Accepts criticism
Knows how to motivate staff
PERSONAL OPTICS
Is self-confident
Is stubborn and persevering
Has resistance to failure
Is honest, dynamic and adaptable
MANAGEMENT OPTICS
Plans, organizes and carries out
Controls, motivates and integrates
employees Delegates, makes decisions and seeks new solutions
Has a strategic vision of the company
Some observations about the managerial profile:
- They are individual
- There is no model profile
- There is at least one weak area
- The author's interpretation is intrinsic (subjective)
- In many cases, the weak points have a subtle negative impact on categories in which otherwise the individual would be excellent.
- The more you study and compare the profile, the more valuable knowledge can be found.
The structure to be followed in preparing this research is as follows:
a) Identification of skills to be measured, selection of the scale and selection of questions.
b) Determination of the types of respondents to assess.
c) Determine the sample and its characteristics.
d) Analysis of the results.
To develop the stated objectives, the following skills were selected:
I. Self-evaluation of the potential as a manager.
II. Self development of their capabilities.
III. Decision making.
IV. Problem solving.
V. Network of effective relationships.
SAW. Communication.
VII. Planning.
VIII. Organization.
IX. Control.
X. Teamwork.
XI. Proactivity.
SCALE OF MEASUREMENT OF THE VARIABLES THROUGH THE SURVEY.
A scale of 1 to 10 was designed:
1-3 Skills in serious problems
4-6 Skills in development
7-9 Skills with good development
10 Skills with excellence.
These skills were related in a survey aimed at the sample that was selected. (See annexes 4) Determination of the types of respondents to assess:
In this work, it was decided to apply the survey to one of the teams from the MAN Habana Vieja, because it is of interest to know how the skills are in it and since they will be working as a team during the master's degree, it is interesting to know at the end of the master's degree to what extent the aforementioned Skills were enhanced by the master's degree. (See annex 3)
Description of the sample:
The sample is made up of the 6 members of the team, of which 17% are management teams and 67% are reserve teams. The average age of the same is 42 years.
To measure the effect of training on performance on job performance, surveys were conducted for the students of the MAN-Vieja and their bosses, the latter with the objective that the bosses give their opinion about the job performance of each one, before and after receiving the training courses, including the classes received in the master's degree. (See annexes).
To achieve the objective set, the business profiles of the MAN H. Vieja group and the managerial profile of the students of the Master of Business Administration from MIC (drawn from the Master's work of Professor Valietti) are prepared. (Annexes 1 and 2)
To facilitate the comparison of both profiles, the following graph is shown where they intersect and from which conclusions of interest can be drawn.
Table -Crossing of the Profiles of the Master's students
It is appreciated that the behavior of skills in this case is concentrated in the highest performance ranges, that is, closer to the maximum; 10 on the scale. This allows us to affirm that although there are no major difficulties in any of the skills, those that should be paid attention with the aim of improvement would be those related to strategic competence and personal effectiveness such as: Decision-making, Solution of problems, Network of effective relationships and Control.
We consider that the students of the Master of the Office of the Historian may be undervaluing their capabilities due to their little managerial experience (only 17 percent are leaders), explained by the fact that the medium is promoting it, in addition it must be taken into account that These skills are day-to-day with management and are accompanied by work experience. Regarding Control, we consider that in practice there are many control regulations and teachers feel that they cannot cover all of them.
As it is observed, the students of the Master's team consider themselves with a high level of performance of these skills because, in those who think they have difficulties, the lowest score assigned to them on the scale is 8. This places them in a Quite favorable situation if it is about achieving the desired state, since what is necessary to achieve it, would require less effort.
Bosses give their subordinates very good grades, even in almost all skills they give scores above their self-evaluation, which indicates that they highly value their performance at work, or it may be indicating that teachers are undervaluing themselves due to to their little managerial experience (only 17 percent are leaders) or other factors in the environment in which they operate.
We consider as weak points and in which work should be done so that these skills are improved those related to the Self-evaluation of the potential as a manager and Self-development of their abilities since they are the skills given by the students as the lowest score on the scale and that they are of vital importance in the performance of the worker, and here it is worth asking: Will it be the environment in which they operate or the workers themselves who do not allow their development? The answer is not very simple because we all know how both aspects influence the development of these skills. These skills can be enhanced in practice with training courses and trainings,but it must be taken into account that in these aspects the confidence that the individual has in his knowledge and in the abilities to direct influences. We must also consider that training should be personalized taking into account managerial experience, age, position held and other aspects, since it is common practice to emphasize technical aspects.
It is contradictory that they self-evaluate themselves in a lower position on the scale in the skills mentioned above than in Decision-making and Teamwork since the latter are the day-to-day skills for any manager and must have the former as a background, in addition to be skills that are developed through work experience.
It is interesting to see how the strategic Competences are in a better or equal situation than the rest of the skills, a situation that could have been created thanks to a correct leadership approach and strategic projection, vital for a good performance of the workers..
It is encouraging to see the high rating given by the bosses in the ability as Problem Solving and Teamwork as it is one of the skills that is most recognized and needed in the current Cuban company.
The high score given by the managers to the Planning and Control is important because, by the studies carried out, they are the aspects that present the greatest problem in these analyzes, thus demonstrating the high confidence they have in subordinates and is a guarantee when it comes to delegate to them or give them greater responsibilities.
It is interesting to analyze the contradiction that occurs at the intersection with the proactivity ability, the bosses evaluate it below the subordinates, however this is a distinctive characteristic of a young group (this is 42 years old on average).
We believe that the knowledge and skills obtained in this Master of Business will provide the group with the best conditions to raise their performance on the path to excellence.
CONCLUSIONS
- Training programs do not give the priority that practical training deserves for the development of managerial skills considering that only 10% of actions are aimed at enhancing managerial skills.
- The economic impact as a result of the training actions carried out was 9.1 MP national currency and 16.1 MP convertible currency, in total currency 25.2 MP.
- The percentage of compliance with the training plans for 2009 was 18.2% in national currency, 92% convertible pesos for 37.2% total currency.
- People training is an important topic that cannot be neglected by those who manage organizations.
- Successive changes to training must be analyzed in the qualitative and quantitative dimensions. The comparison with the teachers of the MIC is satisfactory if we take into account that 70% of its sample are management charts and in the sample selected in the MAN Habana Vieja only 17% are in that category.
- 80% of the master's degree contributes to their professional development according to the answer to the additional question.
- Despite the fact that interesting results have been obtained in the application of the survey to students and bosses, we consider that they could be more conclusive if applied to colleagues and subordinates.
- As an instrument, the skills profile helps us diagnose basic skills to draw up action plans and improve weaknesses.
RECOMMENDATIONS
- To prepare the Annual Training Plan, the learning needs diagnoses will be taken into account, in which the gap between the competencies of the position or position and those that are possessed to project the required preparation in the best performance is determined.
- Introduce the use of the skills profile as an instrument in diagnostic work in the Office of the Historian.
- That the training area of the Office of the Historian organize a personalized practical training plan to develop the knowledge acquired in the Master.
- Apply the managerial skills survey to colleagues and subordinates and complement it with the criteria of experts, which would contribute new elements to carry out the necessary improvements in our profile.
- Apply this survey at the end of the MAN to be able to make an analysis of the evolution over time of the skills acquired in the Master.
- Evaluation of training compliance programs.
BIBLIOGRAPHY
Peter M. Senge. The Fifth Discipline
Lage C. Calls Lage to choose formulas that compensate for deep and growing inequalities. Gramma. Second Edition. 2004. June, 24; Internationals: p5, column 1 Faculty of Economics, University of Havana. 87
Ministry of Higher Education (MES). A model for the preparation and improvement of the cadres and reservations in the context of the universalization of Higher Education. Havana Cuba; 2005.
Mintzberg, H. The strategic process: concepts, contexts and cases. Editorial Prentic Hall Hispanoamericana; 1997.
Porter M.: Competitive advantages, beliefs and feeling of a superior feeling. In: The strategic process: concepts, contexts and cases. Editorial Prentic Hall Hispanoamericana; 1997.
Porter M. Competitive advantages of nations. In: The strategic process: concepts, contexts and cases. Editorial Prentic Hall Hispanoamericana; 1997.
Thomas P, Waterman R. In Search of Excellence. Mexico DF Faculty of Economics, University of Havana. 88 Mexico: Editorial Lasser Press.
University of Havana (UH). Reflections: impact of training in the Micons business environment. (Brochures). Havana, Cuba: Faculty of Economics; 2005.
Challenges for a Leader: Author: Stein Kapsto
Teamwork Author: Jon R. Katzenbach
Coaching. The last word in leadership development Authors: Marshall Goldsmith and Laurence Lyons
Management Skills Core Book
Valietti Pérez Bengochea Professor of Business Administration and Operations Research at the University of Havana.
Download the original file
