The research "The management of values in the strategic management process of the University of Ciego de Ávila", by the author Msc. Ing. José Antonio Méndez Mestre, was held at the University of Ciego de Ávila with the aim of defining the current state of management of the shared values in the strategic management process of the university.
In the development of the investigation, theoretical methods were used such as the historical, analytical-synthetic, hypothetical-deductive, abstraction-concretion and the systemic approach; In addition, empirical methods such as observation, survey, interview, and documentary study were used.
Carrying out the research consisted of four fundamental stages, firstly studying the evolution of value management in the strategic management process, secondly carrying out a characterization of the strategic management process that allows assuming theoretical positions and better understanding this process Thirdly, at the University of Ciego de Ávila, to carry out a characterization of the existing theory related to the management of values that allows a better understanding of the nature of values, their introduction into the functioning of organizations and the emergence of management. by values as a leadership tool, finally, to make a critical assessment of the current situation of value management at the University of Ciego de Ávila.
The results of the research demonstrate through the applied instruments a lack of tools and follow-up and control mechanisms for the management of shared values in the strategic context, which proves the limitation that the strategic management process currently has to manage shared values.
Introduction
The current moments are characterized by a worldwide economic, political and social situation that generalizes the need to improve the competitiveness of organizations. Universities are not the exception, therefore, Cuba as an underdeveloped country seeks answers that are more in line with the specific conditions of Cuban universities, but to do so requires more updated and real approaches.
Until now the only predictable and sure thing in organizations has been change and turbulence, on the other hand, the practice itself has shown the insufficiency of traditional management techniques applied in the country, such as direction by instructions and direction by objectives. For these reasons, the implementation of changes in higher education has gained an increasingly evident strategic importance, and to ensure the viability of this process of change, it has been necessary to apply new principles and values within organizations.
In response to the aforementioned, value-based management and value management appear in the strategic management process as a leadership tool that leads not only to the optimal development of the organization but also to the human and professional achievement of all. its members. The issue of values in the daily action of the Cuban business system is gaining strength, and each day society needs to be more aware of the values with which it works in its daily processes. For this reason, organizations and individuals themselves, in their quest for improvement and improvement, must reflect on the values to be taken into account.
The importance of values lies in the fact that they become a motivating element, define the fundamental and definitive nature of the organization and create a sense of identity of the personnel with the organization. Values identify the results that most expect, guide actions, and determine whether organizations will succeed or not. When values are aligned, high morale, trust, collaboration, productivity, success and results can be achieved in workers. Therefore, values are formulated, taught and assumed within a concrete reality and constitute the central axis of the actions of current organizations.
The antecedents of the use of values in the university management process date back to the mid-1990s, when management by objectives with a strategic focus was introduced in Cuban universities and later the concept of values was incorporated, defining this process as Strategic Management by Objectives Focused on Values. Since then, the need and importance of values was evident in the theories and practices of modern administration, but it was not until 2002 that the introduction of Values Management was oriented as a management tool for Cuban organizations.
The direction by values or the process of management of values in the frameworks of the current university has no other objective than to seek self-direction, self-motivation, self-leadership and self-responsibility to act freely in the search and obtaining the best results in the university, by others. pathways other than control, pressure or formal authority. Therefore, by carrying out the research "The management of values in the strategic management process of the University of Ciego de Ávila" it contributes to perfecting the strategic management process of the University of Ciego de Ávila.
Development
1.1 Historical background of the development of values management in the strategic management process.
Today it is no secret to anyone that any result of man's action is mediated by the magnitude in which he wants to execute it and achieve the objectives, the same results are not obtained from a man who acts out of fear, coercion or threats, than from one that it is driven by its own needs and values, from this it follows the importance of the issue of values in the daily action of the Cuban business system. Every time there is more talk about the subject and every day society needs to be more aware of the values with which it works in its daily processes.
In Cuba, since the mid-1990s, the introduction of Management by Objectives began with a strategic focus throughout the country. Shortly after, the concept of "Values" was incorporated into it, defining this process for the conditions of Cuba as Strategic Direction by objectives focused on Values.
On this process of introducing values in management, Professor Carlos Díaz Llorca (2000: 7) makes his own reflections on what happened at that time, "he had the criterion that there were things that were missing… He believed and wanted to incorporate something more, or maybe do some restructuring in what we were doing, but the first of the big questions arose: what was it that I wanted to incorporate, or what was it that I wanted to restructure? ”
This shows that since the mid-1990s there was a need in Cuba to introduce values in the direction. The professor himself later proposes that seeing the strategic processes from the people's point of view, he begins to review certain aspects from the point of view of organizational behavior, it is then when he begins to introduce other concepts such as behavioral identity in addition to the mission concept and nuclear values.
According to Díaz Llorca (2006), after some time, the books on Management for Values, by Salvador García and Shimon L. Dolan, and Administration for Values, by Ken Blanchard and Michael O'Connor, fell into his hands. At that time, it was in these two books that the conceptual foundation was found that was required to restructure the strategic model in a coherent way. Regarding the new management process that Díaz Llorca would start, he proposes “people are the ones who do things, and you have to work with people, therefore, you have to work with people's values, if we want to obtain any results from the business point of view. ”
The official dates of introduction of the latest management tools applied in Cuba can be found easily evidenced in another document by Díaz Llorca (2002: 59) where it is stated, “it was observed that it was not quite as effective as it was to be defining objectives every year and for this reason it was decided… to introduce Strategic Planning from 1998… Already from the year 2000 it is oriented to introduce another management tool, called DvV… ”
Precisely on the need to introduce values as well, Professor Alexis Codina (2004) conducts research on values in different management approaches that shows the importance of using them. From the study of this research it was possible to summarize that values as managerial tools or approaches have been occupying an increasingly relevant place in the theories and practices of administration in recent years. According to Codina, among the reasons underlying the need to give a relevant importance to values at the managerial level, the following were pointed out:
- The values are the main drivers of the actions of people and organizations, they are the ones that give cohesion and a sense of belonging and establish ethical commitments, between its members and the organization with its clients and partners. (Peters, T. & Waterman, R. 1980) The management models in force until the eighties no longer respond to new needs. Customer orientation, new technologies and the inclusion of ethical values and principles must be the new benchmarks. This means that already existing values on a personal scale must acquire a new dimension, when they are applied to the activity of the company. (Dolan, Sh. & García, S. 1997) Nothing is more important than the vision and the values to determine what happens in a company.They form the basis for all other skills and practices. (Steiner, GA 1996) Values and beliefs are the most important element of an organization, they suggest action guidelines on how to act and interact to achieve what is desired (Quigley, JV 1987).
1.1.1 The evolutionary process from Management by Instructions to Management by values.
Although elements of the historical background of value management in the strategic management process were analyzed, from the point of view of the need for its introduction in companies and from the perspective of human behavior, no less important is the analysis of the antecedents from the very logic of the evolution and transformation of the management process over the years.
In this sense, the researchers Enrique Hernández and Juan C. Jiménez (2001) make a very accurate assessment of this evolutionary process in which they argue that Management by Values (DpV) is a process of evolution of Management by Instructions (DpI) and the Management by Objectives (DpO) to absorb complexity, as a consequence of the appearance in the last decades of four organizational trends necessary to adapt competitively to an increasingly demanding and unpredictable market.
The DpI is the process by which the organizations regulated and wrote the basic processes to be developed, since the activities are framed in repetitive situations and with low competitiveness.
If the DpI is a management of operators, the DpO corresponds to a level of greater complexity, it could be said that to direct employees and the DpV will be to direct professionals. The direction and continuity of the three forms of direction mentioned above can be summarized in the following table:
Table 1.1: DpI, DpO and DpV continuity.
The evolutionary process from DpI to DpV has meant the accumulation of practical experiences of the Scientific Directorate, which must be assimilated and gradually introduced into organizations, in order to increase competitiveness in an increasingly changing environment. This evolutionary process leads us to the need for a management system that is based on the feelings, beliefs and knowledge that emanate from people and their commitments to organizations and conversely, organizations with their members. (Hernández, E. & Jiménez, JC, 2001)
In order to enrich the analysis of Enrique Hernández and Juan C. Jiménez, it would be important to add what is the relationship established between the Management by Objectives and the Management by Values.
According to Díaz Llorca (2000: 14) "we can see that DpV is not a substitute for DpO, but rather a prior complement, which facilitates its implementation and makes it more meaningful, since values become critical factors of success around which the objectives revolve. ”
In summary, the term Values Management applied to business management was coined at the end of the last century, in 1997, by professors Salvador García and Simón Dolan in Barcelona, the same year that their North American colleagues Ken Blanchard and Michael O 'did it. Connor in San Francisco.
With all the aforementioned, the time has come when this work has reached maturity enough to undertake a process of analysis and search for various approaches and definitions that integrate management by values, it is about identifying and defining those components basic that integrate it and that must be present in any design that is applied, without this meaning that it is considered to go to homogenization or standardization, but before entering this world it is necessary to first go a little deeper into the process of strategic direction object of this investigation.
1.2 General characterization of the strategic management process.
It is evident that the "strategy" does not exist from the moment it is theoretically defined, but has been present unconsciously in each of the managers, even before being studied; strategy is part of the essence, history and evolution of business activity. But in order to reach your own criteria, it is convenient to identify the convergent and divergent points in these definitions:
In Estrategor the strategy is "choose the business areas in which the company tries to present itself and allocate resources so that it is maintained and developed in these business areas." (Detrie, J. 1995)
According to Menguzzato and Renau (1997) «the business strategy explains the general objectives of the company and the fundamental courses of action, according to the current and potential means of the company, in order to achieve its optimal insertion in the partner environment -economic.
For Mintzberg (1998) “strategies are both plans for the future and patterns of the past. Strategies do not need to be deliberate, they can also emerge. Effective strategies are developed in all kinds of strange ways. Leading the strategy is shaping thought and action, control and learning, stability and change.
From the analysis of the previous concepts, Professor Carlos Cristóbal Martínez identified common and divergent elements that when analyzed together make a more comprehensive and complete idea of what is strategy, these elements are:
- 1. Competition: Obviously a strategy is good when it manages to beat its opponent. A business strategy is carried out precisely to improve the competitive position, therefore it implies transformation. 2. The environment: Depending on the activity carried out by the company, the interdependence with the environment will be greater or less, but it will never be isolated nor will it be something independent of it. Knowing what are the opportunities or threats that the environment imposes on us is vital to develop the strategy. The future: A strategy is carried out to achieve a future impact, without necessarily setting a single time frame as effective. How close or distant that future should be will depend on the concept of opportunity. The change:A strategy involves modifying what is done to do it better or doing what has not been done until now, whether in terms of technology, costs, products, training of human resources, added values. Defining what is changed, what is not changed, how to change and when to change is the essence of the strategy. The choice: Like all decisions, the strategy implies an election. The problem lies in choosing the one that best suits the company given its distinctive capabilities and environmental factors (market, competitors, suppliers, policies, etc.) 6. The Action: Formulating the strategy may seem like fun to those who play entrepreneurs; but implementing it, executing concrete actions, is what makes any strategy valid. Each style or model has its advantages and disadvantages, but something is clear,A strategy is not just about choosing goals to achieve and defining plans, but about taking consistent and effective action. (Martínez, CC 1995)
Regarding the evolution of the strategic management process, it is considered that only after the Second World War did large companies begin to foresee and organize in a more systematic way the growth and diversification of their activities, especially from a short analysis. products and markets term. Only in the early 1960s did the development of business planning begin. In the United States, this movement takes the name of long-term planning to highlight the fact that the company, going beyond the annual budgetary perspective, questioned itself about its future, its investments and its implantations before a horizon of several years..
In the same period, this long-term planning, turned into business planning, provokes important theoretical reflections. Thus, he entered the field of management with the pioneering works of Chandler (1962), Andrews (1962), Ansoff (1965), as the “joint determination of company objectives and the lines of action to achieve them, or be express what the company wants to do in the future ”. (Menguzzato, M. & Renau, J. 1997: 78)
The strategy or the strategic management process was formalized and operationalized trying to protect itself against the failures that improvisation and intuition could cause.
Regarding this evolutionary process, Menguzzato and Renau (1997) state, regarding the emergence of strategic planning, "strategy only makes sense within strategic planning", "strategic planning represents an important progress in relation to previous planning attempts to long term…"
Among the main contributions that strategic planning introduced are:
- It introduces a systematic analysis of the environment, within the diagnosis of the company. An effort to generate various strategic alternatives. The direct participation of senior management in the formulation of strategies.
Serna has one of the most complete definitions of strategic planning among the different authors who have investigated this historical stage of the management process.
According to Serna (1994: 103), "strategic planning is the process by which decision-makers in an organization obtain, process, and analyze pertinent internal and external information, in order to assess the current situation of the company, as well as its level of competitiveness with the purpose of anticipating and deciding on the direction of the institution towards the future. ”
By essentially analyzing the existing approaches to strategic planning, it becomes clear that what is essential is the design of the strategy. However, research carried out by Ronda and Marcané (2002), when studying 31 models applied between the years 1962 and 2002, ensure that these strategic processes consist of three fundamental phases, planning, implementation and control, recognizing that the phase that receives the most attention is has given you is planning. The implementation and control, although they are mentioned as phases, have insufficiencies that affect effective execution.
A little more recently, this approach to Strategic Planning was then succeeded by that of Strategic Management, which emphasizes the implementation and control phases.
It is categorical what Menguzato and Renau (1997: 80) expressed, referring to the fact that scholars on the subject were then concerned with investigating the causes of possible deficiencies in strategic planning.
This situation was related to the greater complexity of the company and the environment, by some authors; a lack of understanding of what the strategies are and a careless implementation of the formulated strategy by others; to an underestimation of the complexity of the strategic problem of companies.
In this sense, the strategic direction aims to cover the entire strategic problem, thus covering the planning deficiencies previously exposed.
The most successful of the analyzes carried out on strategic management is that of Professor Carlos Cristóbal Martínez (1999) where the study of a group of authors and fundamentally Menguzzato and Renau resulted in:
The most important thing for Strategic Management is not its tools but the will or intention of those who practice it. With tools but without the intention little is achieved, since she can largely overcome the lack of some strategic tools.
Without trying to give a definition, many specialists accept that Strategic Management is a different approach to understand and practice management, which recognizes and privileges the following aspects:
- The importance of the environment, with its opportunities and threats. The importance of an action system focused on the clients, users and partners of the company. Commitment to the forward-looking vision, to the long term and to organizational sustainability. Smart investments focused on factors of change and transformation. The importance of competitors for the performance of the company and the alliances between it and the competitors.
The Strategic Direction does not eliminate or replace the Strategic Planning but rather perfects the management process, the Strategic Direction in fact contains the Strategic Planning within itself and is conceived as a theoretical structure for reflection based on a new organizational culture and a new attitude of the direction, where it is no longer about escaping the difficulties brought about by the turbulent environment, but going out to meet them where the analytical must replace the improvised. (Martínez, CC, 1999)
It should be clear that the usefulness of the above concepts, at least in Cuba, is not limited to large or small companies, state or not, their utility and need is present in our contemporary reality where the rational, systematic and rigorous approach to problems We face require more and more intuitive and strategic organizations and managers every day.
1.2.1 The management process at the University of Ciego de Ávila and its evolution.
Given the need for continuous improvement of management systems, there are many authors who point out the importance of recognizing managerial evolution and the experience accumulated in the past by organizations, as an essential condition for assimilating new management technologies or developing new strategic processes..
Regarding this, some authors such as Mintzberg consider that: "As strategy is a word, generally related to the future, its link with the past is not minor", adding: "Administrators can live strategy in the future, but they will have to understand it through the past… Only by understanding the patterns that form in their own behavior do they come to know their capabilities and potential. Thus, the modeling of the strategy… requires a natural synthesis of the future, the present and the past ”. (Mintzberg, JB Quinn & J. Voyer, 1997: 130)
In this sense, in previous research, Remberto Naranjo et al. (2005) analyze the evolution of the management process at the University of Ciego de Ávila, which shows great logic, depth and currency in the development of this process at the university and that for this reason it is necessary to know:
Since the foundation of the University of Ciego de Ávila in 1972, formerly the Instituto Superior Agrícola, traditional management methods have marked the work of university management in this institution.
Conscious use of the objective category was not made as rector of the management and it was directed through monthly and annual work plans, rigid and with a high level of demand in its fulfillment. The plans included tasks that were understood to be necessary to achieve the expected results, without knowing where they led in the future. She was directed by instructions.
The 90's began and the University of Ciego de Ávila abandoned traditional management methods to venture into Administration by Objectives.
When the application of Administration by Objective emerged at the University of Ciego de Ávila, it was aimed at establishing short-term projects to improve organizational results and evaluate performance effectively. The objective category begins to be used consciously as the rector of the management and a work culture based on the Management by Objectives is acquired.
As it is necessary to work with a strategy with a broader scope projected in the longer term, an integration of the Administration by Objective with Strategic Planning began in the early years of the 90s, where the short-term objectives continued to be part and concrete results of the strategy, as an expression of a Vision, by setting a desired state in the future that allowed giving strategic direction to the annual objectives. However, the following limitations were expressed:
- Limited participation of those involved in the process. Lack of knowledge and awareness of some participants. Divorce between the objectives and the actions included in the work plans and the assigned resources. Insufficient monitoring and control of the objectives.
Starting in 1996, a strategic planning methodology was designed and implemented according to the needs and particularities of the organization that allowed the above limitations to be overcome, achieving better preparation, awareness and participation of those involved in the design of mechanisms that allowed a direct relationship. between the vision, the objectives and the actions for the fulfillment of these, which constituted an important step of advance in the improvement of the direction.
The methodological limitations of the previous strategic process that allowed giving greater importance to the stages of implementation and control of the strategy are overcome, based essentially on the improvement of the mechanisms for the adequate derivation of the strategies within the organization until reaching the individual results plans, and in the design and application of a work system that includes the operation of the collective management bodies based on monitoring the strategy.
There were two factors that favored the process of improvement and assimilation of the mentioned methodology. On the one hand, despite changes in the management team, these were carried out on the basis of movements of cadres who already belonged to the previous management team and who only changed their responsibilities, so they were already duly sensitized and trained regarding to the changes, and on the other hand, the team of researchers in charge of advising and carrying out methodological reforms remained unchanged, which constitutes a guarantee in the proper achievement of improvement.
Despite this, as in previous moments, there were limitations that continued to slow down the management processes, among which are:
- Little relevant information on the behavior of the environment, since there is no effective monitoring of it. No identification of critical factors and indicators to establish on which to base control, which caused a high priority of the operational over the strategic. Little clarity in the allocation of responsibilities in control for the different organizational levels. Likewise, a manager at the strategic levels prioritized the control of operational issues, as a manager at the operational levels monitored or followed up on issues at the strategic level. There was no causal relationship in the derivation of the strategies within the organization. Existence of an appreciable number of managers in key positions, without the proper qualities of strategic controllers.Coexistence of different styles or methods of control, mostly not agreed or accepted by those who receive their influence.
These limitations, which mostly affect the control phase, caused a new improvement aimed essentially at the design of the instrumental support for the improvement of the Strategic Control, which takes place from the year 2003.
In this sense, the University of Ciego de Ávila has not been an exception. Difficulties in strategically controlling have manifested themselves quite widely in Cuba, reported by A. Gandarilla, and F. Ferriol (2002), assuring the existence of: “Poor information system and control of objectives with a strategic sense, and insufficient use of this, tending to focus more on operability and control, sometimes excessive, of daily life and tasks… "
The use of Management by Objectives continued to be very useful as part of all the strategic processes developed, especially to guide and concentrate collective and individual efforts towards those essential issues and even more as a basis for evaluation.
However, regardless of the high international recognition of the usefulness of Management by Objectives, in its own application there are its main weaknesses, attributed to its high complexity and cumbersome implementation process, the need for changes in the management culture of organizations and the generation of conflicts due to the alteration of the power relations of said changes, the tendency of each one to be reflected in the objectives and everything is planned, losing the possibility of concentrating on the essential and not on many other issues of greater importance. or less significance.
In the case of the University of Ciego de Ávila, the main limitations in the application of Management by Objectives as an integral part of the applied Strategic Planning or Management processes, focus on three essential aspects:
- The fact that the Ministry of Higher Education draws up shared objectives, broken down by the organization, regardless of the use of Planning or Strategic Management models, has caused it to be directed by objective and not strategically. The establishment of Key Results Areas and objectives from the higher body has caused the management team of the University of Ciego de Ávila to make great resistance to changes or variations in the number of Key Results Areas or objectives to be considered Particularly in the organization and worse, to the introduction of new management technologies, since if the same structure is maintained, it is less complicated to issue the reports and be accountable for what each higher-level counterpart requires.the situation described in the previous limitation causes that a cascading disaggregation of objectives from such a high has caused that as they descend through the different levels to the individuals, the number of measurement criteria multiplies since the criteria established by the Higher levels must logically incorporate some of its own in correspondence with the particular strategy, so that this waterfall that increases its flow as it descends practically crushes when falling, causing the burden and disinterest in the use of technology. In practice, at least from the University of Ciego de Ávila,In addition to working with a large number of measurement criteria, belief has prevailed and it has been required that all areas and even individuals contribute to meeting each of the measurement criteria for all objectives, which has further exacerbated the pressure of work at the lower levels, completely losing the possibility of each one focusing attention on the transcendental issues that most concern him. Thirdly, the process of bureaucratization of the Direction by Objective has been marked by high priority and concern for aspects Philosophical of the formulation that sometimes have occupied an entire work team for hours on semantic or editorial questions so that in the end an extensive document is prepared that no one else reads until its next reworking.
Continuing the analysis carried out by Remberto Naranjo, in the years after his research, the management process at the University of Ciego de Ávila has tried to function according to the guidelines of the state's highest organizations, which has guided the introduction since 2002 of a new management tool, called Management by Values.
This new tool of strategic leadership based on values comes from an evolution of the direction by instruction and the direction by objectives, it cannot be said yet that in the University of Ciego de Ávila it is directed by values, several limitations could even be identified if it were said that it is directed with values, within which it can be highlighted:
- An adequate guideline between individual values and organizational values has not been achieved. Shared values end up being just a word conceptualized for the organization by a group of management advisers. Shared values are not operationalized for the different levels of the university. There are no guidelines or tools necessary to manage values from the strategic management process.
For this reason, there are sufficient reasons to develop a new improvement process oriented above all to the management of shared values in the strategic management process of the University of Ciego de Ávila.
1.3 General characterization of the existing theory related to the management of values.
1.3.1 Theoretical foundations on values.
For any effort aimed at the management of values, it is necessary to have a certain theoretical knowledge that makes it possible to understand the complexity of the phenomenon and thus orient itself on how it should be acted to achieve the expected results, always bearing in mind that it is a task of lifetime.
Firstly, it is necessary to specify what the values are. According to Teresa Gallardo (2003: 3) Cuban researcher, “… value is the ability of certain objects and phenomena of objective reality to satisfy some human need; that is to say, the social determination of these objects and phenomena, consistent in their function of serving the practical activity of man. ”
From another point of view in the book Organizational Vision, Values and Missionsvalue is regarded as a standard of principle or quality of principle considered inherently worthwhile or desirable, an additional meaning of value is strength. Values are sources of strength because they give people the power to undertake and answer the question: what is important to me? Values are deep-seated, persistent standards that influence almost every aspect of life: moral judgments, responses to others, commitments to personal and organizational goals. If everyone had the same values with the same priority, it would be easy to work in a group. In contrast, almost all teams have diversity of values and beliefs. (Cynthia D., Scott M. & Dennis T. 1993)
In order not to enter into differences of opinion between the different authors, summing up what all do agree on is that values are the axis on which the actions and behavior of each person revolve, and that they end up conditioning the future of society.
If the authors have disagreed on the meaning of the value category, it has been no less the discrepancy regarding its nature. In this sense, José Fabelo (1989) points out that there are three levels of analysis: an objective value system, a diversity of subjective systems and a socially instituted system. From the details indicated in the dialectical relationship of value systems: Objective-Subjective-Social that are organized according to the progressive trend of social development, the following is understood:
- That the objective character of the values does not mean an identical reflection of these by all human beings. That the reflection in the consciousness of men of the significance that objects and phenomena of reality possess for them, which is called valuation, It depends on their place in the system of social relations, on their needs or interests. That this system of subjective values may or may not correspond to those of society as a whole. In the event of a rupture between some of the three systems of values (Objectives of reality-Socially instituted-Of consciousness) there would be a crisis of values.
The values that are formed in the consciousness of the individual are the result of the influence on the one hand of the objective values of reality with its constant practices and on the other of the institutionalized values that come to it in the form of ideological, political, pedagogical discourse, etc. One or the other influence is carried out through different mediations: the family, the school, the neighborhood, the labor groups, the artistic culture, the media and social organizations.
According to Magda Luisa Arias Rivera (2002: 117), to understand the performance of human beings, it is necessary to know their values. This knowledge will allow us to predict behavior in a given situation, in addition to the fact that "… individual learning experiences and the context in which individuals develop influence their beliefs that are the basis of their values."
In order to explain this process, it is supported by the scheme presented by Salvador García and Shimon L. Dolan (See Fig. 1). In this regard, it states:
It is of great importance to understand that beliefs are thought structures, elaborated and rooted throughout learning, which serve to explain the reality that precedes the configuration of values. The relationship between beliefs and values is very close and it is necessary to unlearn beliefs to rethink values, change behaviors and positively influence the results.
Everyday actions become norms, norms are rules of conduct that emerge from group interactions and whose failure can cause external sanctions.
Attitude is the expected response to a certain stimulus or situation as a result of the social environment in which individuals develop. It can also be defined as an individual predisposition to spontaneously react positively or negatively towards a given object or situation. The attitude expresses the almost automatic internal reaction that is triggered as a consequence of basic assumptions or beliefs about human nature and the world around them.
In general, attitudes are favorable or negative evaluative propositions regarding people, objects, events and reflect the position of individuals on something. These are molded from childhood by imitating those who are admired, respected or feared. The factors and agents that influence attitudes are personality, character, personal experiences, the environment in which the individual develops, the attitudes transmitted by significant people, information, the mass media and culture.
To continue with the order that the scheme of Salvador García and Shimon L. Dolan proposes, the attitude of a person or social group is defined by their emotions, beliefs, values and customs. According to Rosa Riaño (1994: 4) "Attitudes are generalizations of the world around us facilitating their understanding…"
The cognitive balance of attitudes is reached when these are consistent with each other and with personal experiences. Therefore, any change in a person's attitude comes from an internal acceptance and understanding, from the conviction that it is necessary to change.
In the work presented by Magda Luisa Arias Rivera (2002: 118), she considers three components of attitudes, which determine the subjective configuration of values:
- Cognitive: Ideas and beliefs, the conception of the world, culture of the time, current moral norms. Answer the question what is it? Affective or emotional: Emotions and feelings, motives, will that individuals experience in their relationship with others. Answer the question how do you identify or assume a certain value? Behavioral: Willingness to act in a certain way. Answer the question how do you behave? (Arias, M. 2002)
In summary on what was extracted from Salvador García and Shimon L. Dolan and analyzed by Magda
Luisa Arias could be said that: value has a general scope and attitude has a character very close to action. The value is abstract in nature, the attitude refers to concrete realities. Attitudes are a reflection of the values that condition it. Values act as attributes of content and indicate that a mode of behavior or end state of existence is important.
Both the statements made by José Fabelo and Magda Luisa Arias give a correct overview related to the internal nature of values and their functioning in the performance of human beings.
1.3.2 Organizational values and their emergence in contemporary companies.
Most organizations are immersed in turbulent environments, hence the need to develop adaptive survival and development strategies. In response to this need, organizational values are understood as tools that help to deal with uncertainty, they are not strategies or tactics, but as Lewin (1951) says, “they have the character of force fields, or rather, they induce force fields and act as precepts. "
In the words of Churchman and Emery (1965), “in the same way that other values do, organizational values emerge to face uncertainty and obtain their authority thanks to the attention they pay to the needs of systems. Organizational values are highly consistent with the interests of the people who are part of them.
On the other hand, on organizational values, researchers Idalma Parera and Ana Lidia González (1999) state that when there is a correspondence between the values shared by the members of the organization and the values that achieve its optimal performance, a harmony is obtained that directly influences the good work of the entity.
The existing theory in the previous section is also ratified when it is stated: “within the business culture the study of values is essential in the analysis of human behavior, since it allows establishing the bases to understand the attitudes, motivation and expectations of individuals. Values have attributes in terms of content and intensity, which refer to the importance and hierarchy given to the element of judgment. ” (Parera, I. & González, A. 1999)
In summary, the operation in the organization is determined to some extent by the values it possesses, they will function as an operating and guidance system, indicating the appropriate way to solve the needs and even the priority that should be given to each one. For this reason, the efforts of social scientists and, more specifically, of gliders, should focus on creating mechanisms or strategies to accelerate the emergence and fixation of such organizational values. In this sense, Management by Values as a contemporary management tool has come to deepen the theme of organizational values.
1.3.3 Management by values in organizations.
As mentioned in the previous section, uncertainty and change are currently characteristic features of the business environment. Traditional management techniques are notoriously insufficient, with Values Management appearing as a leadership tool that leads not only to the optimal development of the company but also to the human and professional achievement of all its members.
According to studies by different researchers on the subject, in general sense it is agreed that to direct by values is to seek self-direction, self-motivation, self-leadership and self-responsibility to act freely and achieve the best for the organization and not only by control, pressure or formal authority.
It is a strategic leadership tool based on values that come from an evolution of management by instruction and management by objectives, but that seeks to redesign the culture of a company and channel changes towards the strategic vision and integrate it with the development policy of people as the center of the organization, aims to introduce the dimension of the person into managerial thinking in daily practice.
Putting DvV into practice clearly means introducing a culture change in the organization. It is a mistake not to dedicate enough reflection and resources to the human aspects for managing change in the way we think and do things. It is evident that if man is not taken into account as the main capital of the organization, it is very difficult for it to progress to the desired results. Leading is a human process that develops with men and for men. What the DpV seeks is to simplify the organizational complexity through the best beliefs and values that are achieved to sow the workers, lived and reflected first by the leaders so that they are imitated by our collaborators regardless of the occupational category to which they belong. (Obregón, M. 2003 &Rodríguez, N. 2006)
There are different approaches to the Values Management process, each author proposes a different way of structuring its phases or stages, in this case the proposals of Salvador García & Shimon L. Dolan and Ken Blanchard's are considered fundamental. The development of both processes is very adequately detailed in an investigation carried out by Gonzáles Montigua (1997), which explains about both processes:
Values Management Process according to Salvador García & Shimon L. Dolan:
1. Phase O: Is the change serious? Existence of the legitimizing leadership of the use of resources.
Many projects of strategic revitalization of the way of thinking and doing things in the company remain mere intentions, insufficiently grounded in terms of political will and allocated resources. For the management of change, good intentions are not enough, it takes will, commitment and the ability to allocate sufficient resources for its success.
2. Phase I: Distillation of essential values: The shared strategic revitalization.
It consists of a reformulation of values carried out in the most participatory way possible. The DpV proposes a conceptual approach that facilitates strategic action by differentiating between vision, mission and operational strategic values. These three words are the constitutional core of the company.
3. Phase II: We are changing! Project team development.
After the reformulation of the vision, mission and operational values of the company, the main lines of action have to be defined at the level of specific objectives to be assumed by project teams.
The conversion of values into objectives is a conceptually logical process that, in practice, is above all a good excuse to dialogue, learn and motivate efficient action.
4. Phase III: People-Based Values Policy
The internal procedures in relation to people (selection, training, promotion, incentive, evaluation, etc.), in most companies suffer from two basic characteristics:
- They are not sufficiently coherently related to the strategies formally manifested by the administration; they are not adequately articulated or integrated according to some type of model, so they tend to develop in a fragmented way and thus lose part of their ability to enhance each other.
5. Phase IV: Audit of operating securities.
The most frequent and regrettable mistake when reformulating the vision, mission and operational values of the company, is to publish it in a beautiful format and then do absolutely nothing to evaluate and reward its assimilation and compliance.
Insofar as essential values become criteria for the orientation of everyday behavior, they must be properly evaluated.
Values Management Process according to Ken Blanchard:
In summary, the process of Management by Values proposed by Blanchard basically follows a cycle. First, it is about clarifying what is valuable, secondly communicating it to those involved, thirdly aligning in all areas the organization's operations, strategic and day-to-day operations, with the expectations of values. From there, feedback is needed to achieve a continuous execution of what is valuable, as well as verification that these values continue to be valid to meet the expectations of those involved in the organization. However, the real proof of the DpV business approach is that the mission, vision and values of the organization are clear and ultimately lead to the satisfaction of those involved. In other words, this is not a process by itself,rather, it exists for the purpose of serving the interests of those involved. (See Fig. 2)
Excerpted from: (González, M. 1997).
Summarizing what has been analyzed so far, it can be said that Securities Management is not just another program, like any other; It is a way of life. This has become the way of negotiating, both externally with the treatment of customers and suppliers and also internally in dealing with each other. It is precisely the way in which a business should be managed, it is the great competitive advantage when working to position products and services with customers.
It is not enough to just complete the DpV process. The reason personal growth is so important to the entire company is because you have to examine individual and group behavior to see if it fits in with company values.
For Values Management to work it has to be done all the time, in all areas, with all groups interested in the company and at all levels, starting from the top. If not done in this way, it is easy to foresee the result: a more applied tool without a positive impact.
1.4 Assessment of the current situation of securities management at the University of Ciego de Ávila.
The University of Ciego de Ávila is located at Km. 91/2 of the Ciego to Morón highway. It was established on September 18, 1978 and began its teaching activities in the academic year 1978-1979 with the name of Instituto Superior Agrícola de Ciego de Ávila as an integral part of the network of Centers of Higher Education in the country, becoming the third to be I think specialized in the agricultural branch and at the same time it is the first Center for Higher Studies in the province. On November 27, 1996, at the request of the faculty of professors and researchers and the group of students, and based on the results obtained, the Executive Committee of the Council of Ministers approved granting the center the status of university, becoming since then the University of Ciego from Ávila.
Currently, the center is no longer an eminently agricultural institution and already includes a variety of specialties from different branches distributed among the faculties of Agronomy, Engineering, Economic Sciences, Social and Humanistic Sciences, Computer Science and Physical Culture. Furthermore, the Bioplants research center is included within this university structure.
The university has a population of more than 1,000 physical workers distributed among the different areas of the headquarters and the municipal headquarters, and with an enrollment of more than 8000 students from the regular daytime course, workers' course, distance course and universalization.
The main governing bodies of the university are mainly made up of the rector, the directorate of cadres and human resources, the department of security and protection, the vice-rectories (teaching, universalization, research and postgraduate and economic), the direction of insurance and the international relations management.
Well-defined strategic planning is currently carried out at the center based on its identity, its mission, the current scenarios and with seven key key result areas. Each key result area includes your vision, critical success factors, strategic objectives, measurement criteria, degree of achievement, strategic analysis, and strategies for the result area.
On the management of values from the university's strategy, five shared values are defined for the center which are patriotism, responsibility, honesty, identity and hospitality. These values appear properly conceptualized within the framework of the university but without any other type of treatment.
To deepen and make a current assessment of the management of values in the university, surveys (see Annex 1) were applied to 33% of the workers of the Faculty of Economic Sciences, which showed that:
Firstly, on the disclosure to the shared values of the university in a classification from excellent to bad, the highest percent of the respondents, 46.7%, agree that the disclosure is bad and even some respondents considered that no disclosure is made in the center. On the other hand, almost all of them, 86.7%, agreed that good management of values could help to fulfill the objectives set by their area of work, and they classified the management of values in their areas between fair and generally good.
It was also verified that of the total of respondents, the majority, 53.3%, consider that the selected values correspond in a certain way with the way of acting of people in their work area, although they did recognize more than 60% of the total that the selection process for these values should be more participatory and representative in the future.
As for the ways or mechanisms to manage values, among the possible classifications (several, very few and not offered) the highest percent of the respondents, 46.7%, considered that very few mechanisms to manage values are strategically offered. Also, when commenting on the instruments of management to manage values in the university, the highest percentages were divided between the fact that there are instruments that do not apply and that nothing is known about any instrument for managing values in the university.
Lastly, when asking staff about the main problems that currently affect value management, more than 60% agreed that the main problem is not communicating and sensitizing staff to values and 100% of those surveyed considered a change in the way of managing values in the university was necessary.
Other of the empirical methods used was the intentional interview (see annex 2) to the main university cadres, from this method the following results were obtained:
The vast majority of the interviewees agreed that through strategic planning some steps are taken to manage values, but that specifically in the university there is no defined process to manage shared values, it is considered that everything remains at a strategic level and that afterwards Once the values are conceptualized, nothing is done for their management at the base.
Regarding the actions or activities to strengthen the values, it was agreed that there are actions that help but are not specifically programmed for the values, but rather imply a certain level of strengthening of certain values; there are only specific actions in the case of patriotism, some of the interviewees even consider that it would be a mistake to carry out activities exclusively aimed at strengthening values.
Regarding the material, human and methodological assurances to manage values, the criteria were divided, some considered that they all existed, others that were lacking in all three senses, some that sometimes the material affected the good development of management and it was also considered that As we speak of values, it is not associated with assurances at all, but more with the spiritual part than with assurances.
All of the interviewees participated directly or indirectly in the selection of the university's shared values, and some of them considered this process to be sufficiently participatory, however, other interviewees did not consider it participatory and assure that it is not the result of a serious work that starts from the base.
On the other hand, the interviewees considered that the values do correspond in general with the way of acting of the people in their area of work, although they cannot assure that all the people are consistent with them, some considered that they could be incorporated into topicality other values given that the objectives have been changing and the shared values remain the same.
Regarding the instruments applied to manage values and the existing monitoring and control mechanisms for the formation of values, the interviewees agreed that none currently exists and, if they exist, they are not working properly. It was considered that the university's strategy in terms of values remains in declarative terms, that what is oriented on values is rather towards the educational process, towards the students and not on the values of the workers, nor the organizational values.
Finally, all the interviewees agreed on the need to make a change in the management of values and it was thought that this change would be accepted by the center's management.
The last of the empirical methods used was the documentary study (see Annex 3), of all the documents reviewed, the following could be verified:
The strategic projections of the university leave the shared values formulated and conceptualized but do not specify anything else, there are no conscious actions aimed at the management of values.
In the case of the revised annual balances, they only refer to the fulfillment of the objectives; it does not appear whether the values were strengthened or not during the period analyzed. Only something about the value of patriotism could be detected in the master strategies.
To give greater scientific rigor to the research, a triangulation of the information sources and the applied empirical methods was carried out. From the data and information processed from the survey, the interview and the documentary study, a correspondence was verified regarding the following:
- The disclosure that is made to the shared values of the university is deficient. The way of acting of the people corresponds to a great extent with the shared values promoted by the center. The process of selection of the shared values should be a little more participatory There are no instruments or applied management techniques that support the management of values. Strategically, there are no ways or mechanisms for monitoring and controlling the strengthening of values. The main problem in the management of values is not communicating and sensitizing the Personal with the chosen values. The strategic planning of the university remains only in declarative terms because there is no defined process through which values can be managed.All the people consider a change in the way of managing values in the university necessary.
Conclusions
- The history of the use of values for management in Cuba dates back to the mid-nineties, on this date there was already a need for change in the traditional tools applied, so values are introduced in management defining this process for Cuba's conditions as a strategic direction by objectives focused on values. Objectively, it was not until the year 2000 that it was oriented to introduce the management by values as a management tool, which shows an evolution in the use of values in this period. Strategic management is a different approach to understand and practice management, which recognizes the importance of the environment with its opportunities and threats, of focusing actions on the company's customers, users and partners;It is a long-range prospective vision that guarantees organizational sustainability through smart investments and that recognizes the role of competitors for the good performance of the company. The operation of the organization is determined to some extent by the values it possesses, these they will function as an operating and targeting system. Therefore, the management of values should focus on the creation of mechanisms or strategies to accelerate the emergence and fixation of such organizational values. The strategic planning of the university has remained only in declarative terms due to the absence of a defined process through which values can be managed. In addition to lacking a defined process, there is also a lack of applied management tools and techniques that support the management of values,strategically causing the monitoring and control channels and mechanisms to strengthen the values to be deficient.
Bibliography
1. Andrews, K. (1962). The Concept of Corporate Strategy. Dow-Jones-Irwin.
2. Ansoff, HI (1970). Does Planning Play? Long Range Planning. Vol 3, N02.
3. Arias, M. (2002). Business and Institutional Ethics: Notes for a Debate. Extracted from: Values in management. Collective of authors from the Coordinating Center for Management Studies. Selection and edition Sergio Gómez Castanedo, MES, Havana, Cuba. Pp. 117-120.
4. Arias, M. (2002). Values: In search of a new attitude. Extracted from: Values in management. Collective of authors from the Coordinating Center for Management Studies. Selection and edition Sergio Gómez Castanedo, MES, Havana, Cuba. P. 106.
5. Blanchard, K. (1997). Administration by Values. Edit. Rule. Barcelona.
6. Chandler, A. (1962). Strategy and Structure. MIT Press
7. Chiavenato, I. (1995). Introduction to the General Theory of Administration. Edit. Mc Grau-Hill. Colombia.
8. Churchman, W. & Emery, F. (1965). Operational Research and the Social Sciences, Tavistok Publications. London.
9. Codina, A. (2004). Values in management approaches. Center for Management Techniques Studies (CETED), Faculty of Accounting and Finance, University of Havana. Retrieved on October 9, 2007 from
10. Cynthia D., Scott M. & Dennis T. (1993). Organizational Vision, Values and Mission. Building tomorrow's organization. Grupo Editorial Iberoamérica.
11. Detrie, J. (1995). Strategy, Structure, Decision and Identity: general company policy (STRATEGOR). Edit. BIBLIO Empresa, Barcelona, Spain.
12. Díaz, C. (2000). What to do with the values? Have the courage to lead by values. Extracted from: Values in management. Collective of authors from the Coordinating Center for Management Studies. Selection and edition Sergio Gómez Castanedo, MES, Havana, Cuba. Pages 7-9 and 14-16.
13. Díaz, C. (2002). Informative Round Table: DvV as an organizational ideology. Extracted from: Values in management. Collective of authors from the Coordinating Center for Management Studies. Selection and edition Sergio Gómez Castanedo, MES, Havana, Cuba. Pp. 59-60.
14. Díaz, C. (2006). Towards a value strategy in organizations. A step-by-step approach for managers and consultants. Management series. Editorial Balcón. Havana Cuba.
15. Dolan, Sh. & García, S. (1997). The Management for Values. Norma Editions, Buenos Aires.
16. Fabelo, J. (1989). Practice, knowledge and evaluation. Social Sciences Publishing House, Havana.
17. Gallardo, T. (2003). The formation of values from the business perspective: Imperative of our times (Internal publication). Marta Abreu de las Villas Central University. P. 3-6.
18. Gandarilla, A. & Ferriol, F. (2002). Strategic Planning and Management by Objectives in the Bodies of the Central State Administration: Main deficiencies and insufficiencies that persist. Management Brochures. CCED-MONTH. Havana Cuba.
19. García, S. & Simón L. Dolan (1997). Management by values. The change beyond the direction by objectives. Edit. McGraw-Hill Interamericana. Madrid Spain.
20. González, M. et al (1997). Administration by values. Retrieved on October 9, 2007 from:
21. Hernández, E. & Jiménez, JC (2001). Management by values: Summary of basic concepts. (Internal publication). National Training Center of the Ministry of Internal Trade. Cuba.
22. Koontz, H. & Weihrich, H (1994). Administration. Edit. Mc. Graw-Hill, SA Mexico.
23. Lewin, K. (1951). Field Theory in Social Science, Harper, New York.
24. Martínez, CC (1999). Strategic planning: A challenge in the XXI century. Master Conference given at the American University of Acapulco. During the National Congress of Administration and Published in the Memories of the Event. October 29, Mexico.
25. Martínez, C. C (1995). Basic concepts of business strategy. (Internal publication). Tourist Studies Center. Marta Abreu de las Villas Central University.
26. Martínez, C. Management by values in relation to cultural change. Retrieved on October 9, 2007 from:
27. Martínez, M. The actuality of the values. Retrieved on October 9, 2007 from:
28. Menguzzato, M. & Renau, J. (1997). The Strategic Direction of the Company: an innovative approach to management. Edit. Combined from the book "Alfredo López", Havana. Cuba. P. 78, 80.
29. Mintzberg, H, et al (1997). The strategic process. Concepts, contexts and cases. Edit. Prentice Hall. Mexico. P. 130.
30. Mintzberg, H. (1998). Fall and Rise of Strategic Planning. Edit. CCED. Management Brochures No. 5, Havana, Cuba.
31. Naranjo, R. (2005). Methodological proposal for the improvement of strategic control at the University of Ciego de Ávila. Doctoral thesis in option to the title of Doctor of Economic Sciences. School of Economics. University of Ciego de Ávila. Cuba.
32. Naranjo, R. et al (2005). Methodological considerations for the improvement of the strategic direction at UNICA. Management Brochures. Year IX No.3, March. Retrieved on October 9, 2007 from: 2005/3 / 48805305.pdf
33. O´Connor, M. (1998). A model process of management by values. Speech guide of the Aedipe congress, October 7. Pamplona. Spain.
34. Obregón, M. (2003). Management by values. (Internal publication). National School of Public Health. MINSAP. Havana city. Cuba.
35. Parera, I. & González, A. (1999). Organizational values: An experience. Transport, development and environment magazine. Vol. 19. N0 3.
36. Pérez, R. et al (2007). Values in quality management.. Retrieved on October 9, 2007 from:
37. Peters, T. & Waterman, R. (1980). In Search of Excellence. Mc Graw Hill. Mexico.
38. Quigley, JV (1987). Leadership in Action Vision. McGraw Hill. Mexico.
39. Riaño, RE (1994). Learning and teaching. UNAM. Mexico. P. 4.
40. Robbins, S. (1996). Organizational behavior: theory and practice. Edit. Prentice Hall Hispanoamericana, SA Mexico.
41. Rodríguez, N & Díaz, L. (2006). Management by values. Mártires de Girón School of Hospitality and Tourism. Slaughters. Cuba. Extracted on September 25, 2007 from:
42. Rodríguez, N. (2006). The Management for Values. Mártires de Girón School of Hospitality and Tourism. Slaughters. Cuba. Excerpted on October 4, 2007 from:
43. Ronda, GA & JA Marcané (2002). The Effectiveness of the Implementation of Strategic Management. Management Brochures. Year VI. No 7. July. Havana. Cuba.
44. Serna, H. (1994). Strategic Planning and Management. Edit. Legis. Colombia. P. 103.
45. Steiner, GA (1996). Strategic planning. Edit. Continental. SA Mexico.
46. Stoner, JAF & Freeman, RE (1992). Administration. Edit. Prentice Hall, SA México.
47. Ulloa, R. (2007). The teaching strategy in values education. Faculty of Human Medicine of the Private University Antenor Orrego de Trujillo. Peru. Extracted on October 12, 2007 from:
48. Weihrich, H. (1987). Administrative Excellence. Edit. Limuza. Mexico.
ANNEX 1: SURVEY.
Institution: University of Ciego de Ávila.
Faculty: Economic Sciences.
Pollster: José Antonio Méndez Mestre.
Survey problem: The need to know the current behavior of value management at the University of Ciego de Ávila.
Objective: To determine the level of knowledge about the management of values in the center, actions that are developed and the level of correspondence between daily actions and the values that are promoted.
Type of survey: Direct, real and timely.
Context of the survey: Workers of the Faculty of Economic Sciences with several years of residence in the center, where more than 80% of them are higher level graduates with postgraduate studies.
Selection of the sample: The survey will be carried out on 33% of the total number of faculty workers.
Questionnaire
Explanation to the respondent: Several professors from the Department of Management at UNICA carry out research on the management of values from the strategic management process of the university and how these organizational values are managed in the different faculties of the center, making it You need to help us by honestly answering some simple questions. This information is anonymous; you do not have to write your name on the questionnaire.
1. How would you describe the disclosure that the center makes to the shared values that are promoted?
____Excellent ____Good ____Regular ____Bad ___Not done
2. How do you think positive value management influences the fulfillment of the objectives set for your work area?
____Supporting compliance ____ Delaying it ____No influence
3. How would you classify the management of values in your work area?
____Excellent ____Good ____Regular ____Bad ___Not done
4. The shared values promoted correspond to the way people act:
____ Largely ____ Somewhat ____ Very Little ____ Not Corresponding
5. How would you rate the level of staff participation in the selection of values to share at the university?
____Adequate ____Regular ____Very poor ____Not participatory
6. In the university's strategy, are there ways or mechanisms that facilitate managing values?
____ Several ____ Very few ____ Not offered
7. What considerations do you have about the management instruments to manage values in the university?
____ They exist and apply.
____ They exist and do not apply.
____ They do not exist but some of them are known.
____ Nothing is known about any type of instrument to manage securities.
8. Of the following problems, which do you think is currently the most affected by the management of values in the university?
____ Do not communicate and raise awareness.
____ Don't get involved.
____ Not knowing the content of the value from its conceptualization.
____ No correspondence of the values with the needs of the area and the characteristics of the workers.
9. Do you think it is necessary or would you accept a change in the way of managing values at the university?
____ If not
ANNEX 2: INTERVIEW.
Institution: University of Ciego de Ávila.
Faculty: Economic Sciences.
Interviewer: José Antonio Méndez Mestre.
Interview problem: The need to know the current behavior of value management at the University of Ciego de Ávila.
Objective: To determine the existence of defined processes for the management of values and to exist, what type of assurance they receive.
Type of interview: Intentional unstructured and individual.
Context of the observation: Workers at different levels of management with experience in the subject and a high level of professional preparation and improvement.
Selection of the sample: The interview will be carried out intentionally to people with experience and permanence for each one of the different levels of management.
How to collect information: Literally.
Interview guide
Explanation to the observer: Several professors from the Department of Management of UNICA carry out research on the management of values from the strategic management process of the university and how these organizational values are managed in the different faculties of the center, making it You need to help us by honestly answering some simple questions. This information is anonymous.
- Do you consider that there is a defined process that as a result of its implementation values are managed in the university? Do you know if actions or activities are planned exclusively for the strengthening of values in the workers of the center? In your opinion, do they exist in the university the material, human and methodological assurances necessary to manage values? Explain.Have you ever been directly or indirectly involved in the selection of values to be shared by the university? Do you consider that this part of the strategic management process is participatory enough? Do you think that your way of acting corresponds to the values that Are they defined for the university? In your opinion, are the values that are defined as shared in the university's strategy that your work area really demands for the fulfillment of the established objectives? Why.Do you apply any instrument to manage values in your work area? After conceptualizing the shared values of the university, have you seen that there is any way to strengthen them? Are there follow-up and control mechanisms for the formation of values in your work area? ? Does the university strategy orient in some way how to manage values? Do you think that from the university strategy it could improve the management of values? Comment on any of your ideas. Do you think it is necessary or would you accept a change in the way of managing values at the university?Do you think it is necessary or would you accept a change in the way of managing values at the university?Do you think it is necessary or would you accept a change in the way of managing values at the university?
ANNEX 3: DOCUMENTARY STUDY.
Institution: University of Ciego de Ávila.
Faculty: Economic Sciences.
Documents: Writings (official and investigation reports and reports)
Researcher: José Antonio Méndez Mestre.
Documentary study problem: The need to know the current behavior of value management at the University of Ciego de Ávila.
Objective: To determine indications of planning for the management of the values in the different existing strategic documents.
Sample selection: Documents from the last ten years.
Study type: Content analysis or formalized.
Documents object of study: Strategic projections and annual balances of the strategic plan.
