Proposal for the General Management within the framework of complying with the LOPCYMAT and improving the productivity of the company's human talent.
This report contains the mission and vision of OMITXIS, the organizational structure, a diagnosis and guidelines for a Strategic Plan for the Development of Human Talent for the 2009-2012 period of the company.
Introduction
In the present work, a study will be carried out using the organizational analysis technology called: The Behavioral Systems Management, this approach allows to describe, analyze, formulate interventions, evaluate and recycle changes in organizations that produce goods or provide services in a variety of industry, commerce, services and government sectors.
In this work, a private and service company will be addressed whose business name is the export of food to the International market.
The Behavioral Systems Management includes intervention strategies for the individual level, in groups and teams, in the processes that occur in the organization and the organization seen as a whole (Yáber, Malott and Valarino, 1998).
The OMITXIS organization is a family business that requires, according to the information, a modernization of its Human Talent Development system in such a way that the convergence of the potentialities that make life in it can increase its levels of productivity, with beneficial consequences for the quality of life of workers and their relatives.
One of the organizational diagnosis strategies that are used within the Behavioral Systems Management approach to analyze organizations is the "Total Performance System" or "General Diagram of the System" (Brethower, (1982) in Yáber, Malott and Valarino, 1998). This diagram allows an organization to be viewed from a functional point of view, which adds value to the organization chart, which is the resource that is normally used to represent the organization's structure.
The Total Performance System allows analyzing the functions performed by the different elements in the behavioral system. With the Total Performance System, in addition, opportunities for change and development in organizations can be identified. In its current version, it consists of nine components: 1) mission of the system; 2) results (products or services; 3) clients or beneficiaries; 4) resources or inputs; 5) system processes; 6) process feedback information; 7) customer return information; 8) co-competition (other organizations that cooperate or are in competition with the one we are analyzing), and 9) planning (Yáber, 2004).
With this resource, you can diagram the operation of an organization like OMITXIS, and propose strategies for change and intervention that help it fulfill its mission.
In this sense, the work presents a description of the mission and vision of the organization; a diagnosis of the organization using the total performance system; Analysis of the results and a proposal to prepare a strategic plan.
Mission and vision.
• Mission.
OMITXIS, is an organization whose mission is the export of merchandise specifically the commercialization of fruits in the international market, from the year 2000.
• Vision.
OMITXIS is appreciated as the most successful national fruit trading company with 30 years of experience and the best positioned in the European market in the next 10 years.
• Organizational structure.
The current organizational structure obeys the traditional scheme of the companies that are inserted, in the scheme of Fayol and Taylo which is the classic model of the School of Administration, with a positivist approach.
The characteristic of this approach is that it is very pragmatic and the conception of the worker is mechanistic, man is a structure of the production machinery, therefore the opinion that the general manager of the workers has corresponds to this approach, that is, "Workers don't like to work."
Then, when observing figure Nº 1, it can be seen that the structure reflects a dependence on management and a great concentration of power that must translate into slow decision-making, due to the low delegation of responsibilities and autonomy in the same process.. The leadership exercised by the general manager is faithfully autocratic, typical of family organizations, as there is no doubt that OMITXIS is one of them.
Current Organizational Structure of OMITXIS
OMITXIS Figure Nº1 Current Organizational Structure
Organizational diagnosis.
• Procedures.
The work was carried out following the following procedure:
1. A report provided by the management and human resources was processed where information was collected, although vague it was enough to have an idea of the operation of the organization in terms of human talent.
2. After step to elaborate the diagram of the Total Performance System of the OMITXIS company. (See figure Nº 1).
3. The results produced by the Total Performance System (SDT) were analyzed and evaluated.
• OMITXIS Company Total Performance System.
Figure 2 below presents the diagram that shows the operation of the company under study after having processed the information contained in the report provided by the organization's human talent management.
Such result would configure the Total Performance System of the company, which will allow presenting guidelines that could configure a strategic plan to increase the security of Human Talent and therefore its integration and the growth of its level of productivity.
OMITXIS Total Performance System
Analysis of the results.
Taking the DOFA matrix, to specify the weaknesses, opportunities, strengths and threats of the OMITXIS company, which derive from the Total Performance System.
It is important to specify that the DOFA matrix is a model to identify the factors that internally constitute a comparative disadvantage or a comparative advantage or a competitive disadvantage or a competitive advantage (weaknesses and strength respectively).
Regarding the environment, that is, externally, the factors that may constitute a competitive advantage or disadvantage are: opportunities and threats; Following that line of thought and situating yourself in the situation of the company under study, you can say:
1. The following factors constitute a weakness for the Human Talent development system:
to. The pyramid structure of the company denoting centralized, autocratic management with little delegation.
b. The Organization model, totally traditional mechanistic.
c. The company model, totally familiar.
d. The organizational climate, which is high tension and conflictive.
and. The staff in a very high percentage, are people who are part of the category of older adults, that is, over the age of 50.
F. They are unmotivated staff as incentives are few and salary and wage policy does not exist.
2. The following factors constitute a strength for the Human Talent Development system:
to. Automation of administrative and operating systems.
b. The Human Talent Development System contemplates all the subsystems which operate with a limited and basic budget.
c. They have 30 years in the marketing field and most of the staff are long-standing, some founders and have the experience to solve business situations.
3. Regarding the factors that enable the Human Talent Development System to take advantage of opportunities in its environment, there are the following:
to. Is that the various subsystems of development of Human Talent are working properly and are in the hands of professionals in the area.
b. The Human Talent training and development subsystem is the one with the highest budget and has a program that allows permanent education of employees, allowing constant updating of personnel.
4. Regarding the factors that define threats in the environment, we have the following information:
to. The company has to compete with Colombian and Central American companies that export tropical fruits to the international market, especially exotic fruits. These companies have highly qualified personnel operating branches and franchises in those markets.
b. The Spanish, French and English markets are markets that according to the statistics of the European Union, are being covered by companies from Costa Rica, Honduras, El Salvador and the Dominican Republic, with more than 20 years of operations in those markets. What makes them have consolidated with their presence very important segments, consequently the human talent they use in these operations are their nationals who reside in those countries and who have extensive knowledge of the gastronomy of their country, especially its fruits, what which makes sales operations more efficient.
Proposal to develop a strategic plan.
For the elaboration of the OMITXIS Strategic Plan for the Development of Human Talent, it is suggested to approach the planning situation based on a strategic proposal, that is, taking three Plan power sources such as:
1. The internal environment of the organization.
2. The external environment.
3. The values.
Which must nurture the mission, the general objectives and the specific objectives, as can be seen in the diagram that appears in figure 3, shown below:
Outline of Outcomes Planning
(Ivanceevich, Lorenzi and Skinner model with Crosby, 2000)
Figure Nº 3 Outline of Results Planning
This model will be developed in six steps, namely:
1. The analysis of concurrent conditions, such as the conditions of the internal environment, conditions of the external environment and the framework of values that concurrently nourish the mission and vision of the organization. In the case of the study, the information provided is not clear, it does not accurately give the characteristics of the internal environment, it does not describe the external environment and its value framework of the organization is not clear, apparently it only guides the owner's value framework, which it does not allow guiding an intervention in the Human Talent Development system. Consequently, to fulfill this first requirement, a group intervention that allows an organizational analysis that ranges from endogenous factors to exogenous factors, is essential.organizational values to the formulation of a new OMITXIS mission and vision.
2. After the organization's mission and vision have been elaborated, the general and specific objectives of the OMITXIS Human Talent Development Plan are established.
3. By having the objectives well established and by consensus, the operational plan or action plan of the Human Talent Management is formulated.
4. Once the Human Talent Management action plan is in place, the financial, infrastructure and equipment resources are assigned to it.
5. Immediately define the procedures for implementing the plan and proceed to implement it.
6. In parallel with the previous step, the monitoring and control process begins, which allows the plan to be evaluated and at the same time make the adjustments, considering the deviations that due to random factors that arise during the implementation of the plan, may adversely affect.
Conclusions
1. The information provided by the company was insufficient to be able to develop a Human Talent Development Plan, since it barely allowed an organizational analysis using the Total Performance System model.
2. Insufficient information only allows the fundamental guidelines to be formulated in order to formulate an OMITXIS Human Talent Development Plan.
3. But as an exercise in solving situations typical of human talent systems, it was quite successful.
Bibliographic references
Brethower, DM (1982). The Total Performance System. New York:: Pergamon Press.
Ivancevich John, ML (2000). Management Quality and Competitiveness. New York, New York, United States of America: Irwin McGraw-Hill.
Yáber Oltra, GE (1999). Management of Human Development in the Organization. Conference on Human Development in the Organization (page 7). La Guaira: Universidad Simón Bolívar Sede Litoral Camuri Grande Naiguatá.
Yáber, G. (2004). Comprehensive organizational change with behavioral systems management. Analogies of behavior,, 47-74.
Yáber, GM (1999). Management of behavioral systems and organizational change. Latin American Journal of Psychology, 279-291.
