1.1- Since time immemorial, human beings have needed leaders who functionally guide the interests of the majority. The success of this depends on the optimal functionality of directing the objectives of the organization towards the goal, which, are intrinsically linked to the symbiotic relationship between management and subordinates. Management excellence is difficult to define due to the complexity of its functionality, however, it is established that it is a position that represents third parties, where the occupation is “to coordinate all resources through the planning process, organization, direction and control in order to achieve established objectives ” 1, obtaining as results the quality of these same processes, which gives it an approach of excellence.
Argument
1.2.- The importance of knowing managerial excellence is linked to responsibility with the organization and the people who are part of it. From the above, social responsibility must be linked to management's decisions if it perceives high standards and focuses on quality. Robert Blake, saw "the managerial work oriented to effective leadership" 2, being aware that this directly affected people and in turn on production results, formulated a theory about excellence, establishes a managerial matrix, which had A primary approach to focus, as a reverential point to changes on the result, therefore, the decisions of the people who lead the organizations, have to go "beyond" to focus on quality of work and results.In short, it is to juxtapose people's interest and interest in results. All of the above leads us to an understanding of the social responsibility that management has with the organization, Horacio Martínez defines the above as “the social character that makes the company be committed to the common good of the community in which it carries out its activities. " 3.
Management excellence
1.3- Navarro García explains that to be applied “the commitment of senior management is essential, it must have an innovative way of thinking, with new attitudes and greater participation by staff and their representatives in a two-way dialogue” 4. Robert Blake set the path to managerial excellence that is based on two main variables, the interest of people, directly involved in the interest of results, which simply gives quality. The above is reflected in the administrative grid or management grid, this is a grid scheme (therefore grid), where the main concern towards the variables that are vital for the organization, on the one hand, the interest in the results that derive is measured of the level of productivity that the company is presenting. And on the other, concern for people is measured,That human factor that makes the results to be observed, dictating the intrinsic of duality, if there are no people's interests, no results are presented. Therefore, it is important that management decisions are linked to ethics and social responsibility towards the group; all this by applying quality values. In this same concept, it can be established that management is born from a matrix organization, which "understands the way in which the activities in an organization are divided, grouped and coordinated, as well as the relationships between managers and employees" 5.For this reason it is important that management decisions are linked to ethics and social responsibility towards the group; all this by applying quality values. In this same concept, it can be established that management is born from a matrix organization, which "understands the way in which the activities in an organization are divided, grouped and coordinated, as well as the relationships between managers and employees" 5.Therefore, it is important that management decisions are linked to ethics and social responsibility towards the group; all this by applying quality values. In this same concept, it can be established that management is born from a matrix organization, which "understands the way in which the activities in an organization are divided, grouped and coordinated, as well as the relationships between managers and employees" 5.
Towards excellence with social responsibility
1.4- Based on the theory of Robert Blake and social responsibility, the following questions are established; What is the impact of ethical decisions that management has towards the focus on results? According to the managerial excellence model, to what extent is management committed to achieving quality, taking into account the interest in people and in turn interest in results ?. Many times, management is pressured to “present” results, leaving aside the opinion of the people, focusing communication on the “top” of the organization, without taking into account that the human factor is what drives and has the knowledge of how to achieve results.
Decisions and power
1.5- Always having power, you run the risk that decisions are established without taking into account the other people around you and seeking your own benefit; It is described in the following popular saying "great power leads to great responsibility." When it happens that power is focused on a few, the same organization begins to destabilize, showing little interest in the results, leaving a state of disagreement, since it perceives its leaders as apathetic towards their needs; communication does not flow in both directions, management only perceives its own needs, that is, it gets results for themselves and not for the organization itself. At this point, it could be perceived that if there are results, however, they will never be of quality.Because they are based on the poor ethics of management to get what they want at all costs. So how to obtain quality results for organizations? The answer must be focused, in itself, on perceiving it as an organization.
If the organization is not perceived as a "whole" (including the needs of its human factor), there is a risk of making decisions that damage the relationship between leader and follower, and the discrepancies between needs begin. Social responsibility so that the values of its own human capital are not violated, it is important that management establish and focus its administrative grid towards results, not putting the interest in the people who move the organization first.
Social responsibility and its ideals should not be left alone at the top of the organization, but everyone should be cooperative in the acts that produce results. This is achieved while the management, who has the power, is oriented to the needs of the group and not to their own needs. Taking ethical provisions that include each member of the group, in the end, the human factor is what drives organizations, and if communication does not flow on both sides, it will not lead to quality results or excellence. Robert Blake's management team. Social responsibility must be directed towards the people who "make" things work.Likewise, being a leader is not having the last word; Being a leader is not commanding, it is knowing how to serve and direct others with purpose, making the vision of the organization come true.
Bibliography
1. VILLASMIL, Jonathan. Management and Leadership. Article http://www.monografias.com article.
2. “ROBERT R. BLAKE AND JANES. MOUTON ”, magazine Management Today in Spanish, Section“ Management Classics ”, August 1984
3. MARTÍNEZ, Horacio. Ethical Framework of Social Responsibility. Editorial Pontificia Universidad Javeriana. Esc. Bogotá 2005.
4. NAVARRO, Garcia Fernando. Social and corporate responsibility, theory and practice. Edit EISIC. Posuelo de Alarcón Madrid. 2008.
5. PÉREZ Delaray, Minsal. Functional, matrix organization… In search of a suitable structure for the organization. Cuba, July 14, 2007.
