Importance of defining management indicators

Summary

The following article is aimed at anyone who in one way or another is interested in the study of economics and within it the role that business administration plays. It aims in a concise way, and no less important, to analyze the edges of the concept of administration, reasoning about the close relationship that exists between its intrinsic, highly managed and significant elements such as the 3 E (Efficiency, Efficacy, Effectiveness) and quality, how they can be used to create systems of indicators that measure the management of any organization or process and its importance.

Summary

The following article is for people that in one way or the other are interested in the study of economy and inside it the role played by administration. It pretends in a concise mode and no less important, analyze management concept, reasoning about the narrow relationship between its inners elements very handled and significant such as the three E (Efficiency, efficacy, effectiveness) and quality, how they can be used to create indicator's systems to evaluate management conduct in any organization or process and their importance.

Introduction

Today's society is characterized by a high rate of renewal, change and a high degree of uncertainty for decision-making, which causes organizations to need flexible and coherent designs through development strategies that respond to the particularities of each situation.

The establishment of quality management systems and their certification by accredited and prestigious bodies, has today become a necessity for any Organization, regardless of the product or service it provides, where it is located, who its clients are or whatever their size..

With integrated management, organizations can adopt new ways of approaching activities in order to comprehensively manage quality, the environment, health and safety at work, human capital and the responsibility that the organization has with the environment and society, with the purpose of achieving an integrated management policy that adapts to the technical requirements in national and international markets.

In Cuba, the Economic Guidelines of the Economic and Social Policy of the Party and the Revolution, approved by the VI Congress of the Party, recognize the importance of adopting integrated management policies, as decision-making is seen as a challenge for managers. function of achieving business efficiency.

The effective management of human, material and financial resources is a primary factor in overcoming the current crisis, continuing to advance from the economic and social point of view, facing the changes that have occurred in the international arena that have caused a disarticulation of the system. of foreign economic relations, and to challenge the intensification of the economic, commercial and financial blockade imposed by the United States.

In this sense, it is currently a great challenge for companies to reorient their strategies to face the impacts of the environment, assuming they have control systems that point towards the effectiveness of the functional areas, counting on tools such as systems of indicators of effectiveness that measure management and organizational performance, with a view to the effective improvement of the management system and therefore decision-making.

Materials and methods

The article is developed from a study or bibliographic review that gives it theoretical value as it allows the updating of knowledge in relation to the concepts obtained in said review, derived from the consultation of updated national and international literature on administration, challenges facing organizations today, the role of management indicators and their importance. It also has social value that lies in the contribution to obtaining optimal levels in decision-making and the improvement of business management, and its practical value is associated with the fact that managers and specialists can improve the functioning of their organizations, by put these concepts into practice, counting on a work tool to make short decisions,medium and long term, satisfactorily.

Development

The administration and its intrinsic elements

The word administration comes from the Latin ad (towards, direction, tendency) and minister (subordination, obedience, at the service of), and means one who performs a function under the command of another, that is, one who provides a service to another, Being at the service of another (of society, making it more productive (efficiency), for the fulfillment of its objectives (effectiveness). (Royal Academy of the Spanish language).

Administration is the social and technical science, in charge of planning, organizing, directing and controlling the resources (human, financial, material, technological, knowledge, etc.) of an organization, in order to obtain the maximum possible benefit.; This benefit can be economic or social, depending on the ends pursued. (Koontz)

Ana Mahé Inda González, quotes several authors in her article “The direction defined by different authors” (CETED June 2000), some of these definitions are set out below:

It is a distinctive process that consists of planning, organizing, executing and controlling, carried out to determine and achieve the stated objectives, through the use of human beings and other resources. (George R. Terry. Principles of Management)

Administration is a social science that pursues the satisfaction of institutional objectives through a structure and through coordinated human effort. (José A. Fernández Arenas)

Establish and conserve an environment in which people, working in groups, are guided to effectively and efficiently achieve collective goals. (Koontz and Donnell).

Systematic set of rules, to achieve maximum efficiency in the ways of structuring and operating a social organism. The administrator is in charge of coordinating, by means of increasingly perfect techniques, the action of those who work in any organization, for the achievement of the purposes that that organization proposes. (Agustín Reyes Ponce).

The Administration is the process whose objective is the effective and efficient coordination of the resources of a social group to achieve its objectives with maximum productivity. (Lourdes Münch Galindo and José García Martínez).

Administration is one of the oldest and most important human activities that exists in the world, and is defined as: the process of designing and maintaining an environment in which people, working in groups, efficiently achieve selected goals. (Koontz and Heinz)

An extension of this basic definition would be:

1. As administrators, people carry out administrative functions of planning, organization, integration of personnel, management and control. Administration applies to all types of organizations as they constitute their object of study, it is applicable to private and public companies; public institutions and state organisms, and to the different private institutions, for example: churches; universities; governments and municipal, provincial, national organizations, hospitals and other health institutions, foundations, etc. and to all types of private companies including families and households. It is applicable to managers at all organizational levels. The goal of all managers is to create a surplus. Management is concerned with productivity which implies effectiveness and efficiency.

It is essential to stop looking at these elements that complete the basic definition of administration and emphasize: "… the goal of administrators is to create a surplus, productivity, which implies efficiency, efficacy, and effectiveness."

According to Fernando Casanova, productivity is the ratio between the production obtained by a production system and the resources used to obtain said production. It can also be defined as the relationship between the results and the time used to obtain them: the less time it takes to obtain the desired result, the more productive the system. In reality, productivity must be defined as the efficiency indicator that relates the amount of product used with the amount of production obtained. (Fernando Casanova).

In the field of professional development, productivity (P) is called the economic index that relates production to the resources used to obtain said production, expressed mathematically as: P = production / resources.

Productivity assesses the capacity of a system to produce the products that are required and at the same time the degree to which they take advantage of the resources used, that is, the added value. Higher productivity using the same resources or producing the same goods or services results in higher profitability for the company.

Harold Koontz and Heinz define productivity as the relationship that exists between results (products or others) and inputs (labor, materials, capital) within a given period, considering quality.

Productivity implies efficiency, efficacy, effectiveness, and quality has always been considered in its formula for good individual and organizational performance.

Dr. Jorge Rodríguez López, 2001, states that Efficiency: is to achieve that productivity is favorable, that is, to achieve the maximum result with a certain or minimum amount of inputs or resources, to achieve the predetermined or expected results with a minimum of resources.

The word resource is used in a wide way, not only does it refer to those who are economically needed to carry out the production process or the service that is provided, but to all those who come to play a fundamental role such as energy, human efforts, the time factor, quality, etc.

Efficiency is measurable either through an indicator or a set of them. It constitutes one of the bases to achieve competitiveness and marketing activity in the organization.

Defines Efficacy as the degree to which the product or service meets the actual and potential needs or expectations of customers or recipients.

It gives a broad overview of the Effectiveness and specifies that it is the degree of compliance with the planned objectives, that is, it is the result or the product of dividing the Real / Plan or what is the same: the results obtained between the set or predetermined goals. It is the degree of compliance with the delivery of the product or service on the date and time when the customer really needs it.

In the definitions described above, the term quality is implicit.

According to the ISO 9000 standard: “Quality: degree to which a set of inherent characteristics meets the requirements”.

Quality is: "Property or set of properties inherent to a thing that allows it to be appreciated as equal, better or worse than the rest of its kind." (Real academy of the Spanish language).

According to Philip Crosby: "Quality is compliance with requirements".

Joseph Juran: "Quality is adaptation to customer use."

Armand V. Feigenbaum: "Satisfaction of customer expectations" and also "the result of a combination of engineering and manufacturing characteristics, determining the degree of satisfaction that the product provides to the consumer during its use".

William Edwards Deming: "Quality is customer satisfaction."

Walter A. Shewhart: ”Quality as a result of the interaction of two dimensions: subjective dimension (what the customer wants) and objective dimension (what is offered).

According to these authors, it can be summarized that Quality is a basic tool for an inherent property of anything that allows it to be compared with any other of its kind. The word quality has multiple meanings. Basically, it refers to the set of properties inherent to an object that give it the ability to satisfy implicit or explicit needs. On the other hand, the quality of a product or service is the perception that the customer has of it, it is a mental fixation of the consumer who assumes compliance with said product or service and its ability to satisfy their needs. Therefore, it must be defined in the context under consideration.

From a production perspective, quality can be defined as the relative conformity with the design specifications, commonly it is to find satisfaction in a product meeting all the expectations that a client is looking for, thus being controlled by rules which must go on the market to be inspected. and have the requirements stipulated by the organizations that certify a product.

From a value perspective, quality means adding value to the customer, that is, offering conditions of use of the product or service higher than those that the customer expects to receive and at an affordable price. Also, quality refers to minimizing the losses that a product may cause to human society, showing a certain interest on the part of the company to maintain customer satisfaction. A current vision of the concept of quality indicates that quality is delivering to the client not what he wants, but what he had never imagined he wanted and that once he obtains it, he realizes that it was what he had always wanted.

Quality-related factors

To achieve a good quality in the product or service, three important aspects must be taken into account (basic dimensions of quality):

1. Technical dimension: encompasses the scientific and technological aspects that affect the product or service. Human dimension: takes care of good relationships between clients and companies. Economic dimension: tries to minimize costs for both the client and the company.

These terms described above that make up the concept of administration, can be used as indicators creating systems that measure the management of any organization or process.

According to Labrador, H. 2006, management in an organization requires indicators of:

• Effectiveness: measures the final impact of the action on the total population involved. Reason why these indicators are also called impact indicators. The effectiveness indicators are a valuable complement to the efficiency indicators, since efficiency in the field of public management must be understood as a relationship between costs and value actually produced (impact).Effectiveness: it is measured by the degree of satisfaction of the objectives set in its action programs, or the objectives tacitly or explicitly included in its mission. In other words, comparing the actual results with those expected, regardless of the means used. Efficiency: defined by the relationship between the goods and services consumed and the goods or services produced; or, more broadly,for the services provided (outputs) in relation to the resources used for this purpose (inputs). Thus, efficient performance is defined as one that with certain resources obtains the maximum possible result, or that which with minimal resources maintains the adequate quality and quantity of a certain service. Quality: as the degree to which the results satisfy the needs and expectations of citizens. Coverage: as scope of benefits to the target population in its real dimension.as the degree to which the results satisfy the needs and expectations of citizens Coverage: as the scope of benefits to the target population in its real dimension.as the degree to which the results satisfy the needs and expectations of citizens Coverage: as the scope of benefits to the target population in its real dimension.

Importance of defining indicators

The indicators are a tool to measure the fulfillment of the objectives of any process or institution. What is not measured cannot be controlled, and what is not controlled cannot be managed. You cannot make decisions by simple intuition. Indicators will show the trouble spots in the process and help characterize, understand and confirm them.

The development of a technology for measuring management effectiveness inevitably falls into this aspect of human activity, administration. It should be in managers where the need arises to measure the performance of their organization in relation to the market and competitors, and in turn who first build the technological proposals that best suit the organizational context.

It must be borne in mind that an indicator is a relationship between quantitative or qualitative variables, and that by means of these they allow the analysis and study of the situation and trends of change generated by a specific phenomenon, with respect to objectives and goals planned or already indicated.. (Labrador, H. 2006)

On the other hand, taking into account that a system is a set of interrelated and interacting elements with each other and that produce as an effect a series of new qualities that are not present in any of the parts that compose it, a system of indicators can be defined as: a set of interrelated qualitative and quantitative variables, which allow the analysis and study of the existing situation, with respect to objectives and goals. (Fleites Pozo and Barbosa Iglesias 2013).

The management of companies requires a system of indicators that facilitate decision-making and control. Therefore, the essential characteristics, for the system of indicators, are the emergent properties of integration, its composition, that is, the set of parts and elements that make it up, its internal organization, that is, the relationships that are established for its proper functioning, and the links established between the system and the external environment that promote its operation and development. (Díaz Crespo and Guerrero Ramos)

According to Labrador H, 2005, a correctly composed indicator has certain structural characteristics:

Name: it is the identification and differentiation of an indicator, which is why it is very important that it be specific and must clearly define its objective and usefulness.

Forms of calculation: as it is a quantitative indicator, the mathematical formula that will be used to calculate its value must be taken into account, this implies the exact identification of the factors and the way in which they are related.

Units: it is the way in which the determined value of the indicator given by units is expressed, which vary according to the factors that are related.

Glossary: ​​this point is of vital importance, since it is important that the indicator is documented or annexed in terms that exactly specify the factors that will be related in the calculation of the indicator.

An indicator must always be linked to the definition of objectives to be achieved. The indicator is a quantitative measure of performance, which only becomes meaningful if it is aligned with the objective that has previously been set. It is your comparison with this objective that will tell you if you are acting properly, if the processes are effective and efficient, etc. It is not true that there are short-term indicators and long-term indicators; what exist are short and long-term objectives, since the indicators will be set according to the objective to be achieved.

An organization, therefore, must consider the need to define indicators by answering the following questions:

• What should we measure? Where should we measure? When should we measure? When or how often? Who should measure? How should it be measured? How will the results be disseminated? Who and how often will the data collection system be reviewed and / or audited?

When we talk about effectiveness, we are referring to the capacity or ability that a person, an animal, a machine, a device or any element can demonstrate to obtain a certain result from an action. Efficiency has to do with optimizing all procedures to obtain the best and most anticipated results. In general, effectiveness involves a process of organization, planning and projection that will aim that those established results can be achieved.

The term of effectiveness is applied mainly to areas in which actions have to have specific and controlled results, such is the case of business and commercial areas. In this sense, the effectiveness of an action will first seek to access the appropriate resources, methods and procedures that generate the best consequences for the specific activity. Examples of such situations can be to foresee changes in the mercantile stock market to achieve the expected profits and thus increase the assets of a company or institution. In these areas, getting to make these results effective is of great importance because it is the means through which they ensure the correct development of their activity.

Efficiency can normally be confused with the idea of ​​efficiency, but here it is important to point out that the latter assumes a certain level of efficiency while maximizing resources and investment of time or money to achieve the expected results. While something may be effective because it achieves the objectives for which such action was carried out, it may not necessarily be efficient if it does not recognize the best means or methods to make such a result the consequence of an appropriate use of resources. Effective then, it can be a company or institution in which the expected results are achieved but with an enormous expense and greater than the stipulated resources, for which the efficiency ends up not being entirely profitable. (From Definition ABC:

Effectiveness is the relationship between the resources used and the impact obtained. The greatest effectiveness is achieved by making optimal use of available resources, achieving the expected impacts. This concept integrates effectiveness and efficiency. Therefore, the effectiveness indicators measure the satisfaction of the process needs.

Among the levels of effectiveness that contribute to excellence in organizational development are:

• Personal development: As each person is involved with the organization, their paradigms, thoughts, values, abilities and skills will be enriched and will increase the effectiveness of the company Interpersonal Development: Interaction with other people, teamwork, communication and cooperation must be key values ​​for the effectiveness of the company and supported by the behavior of the leader.Top Management: The leadership style exercised by the manager will be reflected in the yields produced and the use of resources organizational, the better the organizational climate and managerial performance, the better results the company should obtain.Organization: The set of elements that make up the work unit,they gather an accumulated elements and efforts destined to produce goods and services. Harmony and balance is necessary in their combination, in order to achieve the objectives set.

For the analysis of this type of indicator, it is necessary to involve effectiveness and efficiency, that is, "the achievement of scheduled results in time and with the most reasonable costs possible."

It is related to the measurement of the level of satisfaction of the user, who aspires to receive a product or service under favorable conditions of cost and opportunity, and with the establishment of the coverage of the service provided.

Effectiveness is related to the answers given to the question, what was it done for? This type of indicator measures the results achieved in relation to the goods or services generated for customers and users.

Some examples of effectiveness indicators are: User satisfaction level during a given period,% decrease in complaints and claims in a given period,% decrease in workplace accidents during a given period. (Rodríguez 2012).

The effectiveness indicators are one of the determining agents for any process to be carried out efficiently and effectively. To measure, a magnitude must be compared with a pre-established value or pattern, the key is to choose the critical variables for the success of the process, and with this, to obtain effective and efficient management, it is convenient to design a management control system that supports the administration and allow evaluating the performance of the company or organization.

Thus, it is understood that management indicators can be values, units, indices, statistical series, among others; that is, it is like the quantitative expression of the behavior or performance of an entire organization or of one of its parts, whose magnitude when compared with some reference level, may be indicating a deviation on which corrective or preventive actions will be taken according to the case. (Labrador H., 2006)

Similarly, it must be borne in mind that management indicators are a means and not an end, they are numerical references that relate variables to show the performance of the organization in relation to one of the management parameters. Variables are quantitative representations of a characteristic. The management indicators are above all information, so it cannot be indicated that it is simply a specific qualification data of the company, according to Senn, cited in Labrador H. (2005), the management indicators have the following Information attributes: accuracy, form, frequency, extent, origin, temporality, relevance and timeliness.

The evaluations differ considerably in terms of the number of actors involved and their different roles and responsibilities in the effectiveness procession phases, according to Wilde, Alexandra (2008), these phases are:

1. Preparatory phase: Identify and hire the team that will carry out the evaluation and develop a detailed work program. The team should be as heterogeneous as possible in terms of gender, ethnicity, age and social origin. Alliance building phase: Coordination of the different local stakeholders involved in the process. The team should seek the widest possible local endorsement of the evaluation. Important stakeholders who do not attend planning meetings should be followed up at the beginning of the assessment, and an oversight committee that represents a wide circle of stakeholders should be established. Development phase: Design the scope and focus of the areas (including the selection of indicators) and development of tools to collect information.If carried out with large stakeholder participation, the discussion on indicator selection provides an excellent opportunity to actively involve numerous stakeholders in the assessment. Fieldwork phase: Data collection. It is essential that the team in charge is committed to the normative assumptions underlying the evaluation of the effectiveness in the organization. Team members should preferably be selected according to their knowledge of the economic area. Analytical phase: Data analysis. Process for summarizing and interpreting the findings so that conclusions are drawn. This phase also includes discussions about the findings and conclusions. Phase of planning and dissemination of actions:development of an action plan through consultation with the different stakeholders, dissemination of the results of the analytical work and publication of the action plan. A clear strategy must be developed to publicize the results from the beginning of the initiative, it must be innovative, prioritizing “multiple entry points” due to the impact of the results on opinion makers. Policy implementation phase: implementation of the action plan and monitoring its progress. Monitoring is a key element to ensure the sustainability of the evaluation.It must be innovative giving priority to “multiple entry points” due to the impact of the results on opinion makers. Policy implementation phase: implementation of the action plan and monitoring of its progress. Monitoring is a key element to ensure the sustainability of the evaluation.It must be innovative giving priority to “multiple entry points” due to the impact of the results on opinion makers. Policy implementation phase: implementation of the action plan and monitoring of its progress. Monitoring is a key element to ensure the sustainability of the evaluation.

On the other hand, as a starting point for the establishment of management indicators, it is reiterated on the basis that the important thing is not only to achieve the expected results, but to achieve them through the best and most economical method. In other words, it's about doing the right thing, correctly. Regarding the latter, it is necessary to consider the current management capacity, the sequence of stages that will lead to the results and the available resources, taking into account optimal factors of use. Some of the phases for the design of management indicators are:

• Have objectives and strategies Identify critical success factors Establish indicators for each critical success factor Determine for each indicator: status, threshold and management range Design how to measure the results of critical factors Determine and allocate resources Measure, test and adjust the indicator system Standardize and formalize Maintain and continually improve

As being of interest, the following are explained:

Having objectives and strategies: means having clear, precise objectives and, in addition, with the strategies to achieve them. It should be noted that a quantifiable objective is a goal, to which patterns must be associated that allow making it verifiable, such as: meaning of the goal, scale or units of measurement, current value of the scale, the threshold or value to be achieved, period to comply with to the goal, start and end date and person in charge who will be in charge of achieving the goal.

Critical Success Factors: for the development of this phase, those that will be part of the design, monitoring and evaluation of the management are taken into account. As indicated, the factors include: efficiency, efficacy, effectiveness and productivity and their monitoring must be comprehensive.

Determine and assign resources: from the measures to be established, the requirements are determined. In this sense, it is convenient that the measurement is carried out by whoever executes the corresponding work and by another, that the resources used are part of those necessary for the development of the work or the measurement process.

Maintain and continually improve: this phase is due to the fact that the only constant is change. As it has been proven, this reality generates a special dynamics in the activity of organizations, so the indicators must be reviewed, together with their objectives, strategies and processes.

According to Rodríguez 2012, the importance of defining management indicators lies in:

• They support the planning process (definition of objectives and goals) and the formulation of medium and long-term policies They facilitate the detection of processes or areas of the institution in which there are management problems such as: inefficient use of resources, delays Excessive delivery of products, assignment of personnel to different tasks, etc. make it possible, based on the analysis of the information between the performance carried out and the programmed performance, to make adjustments in internal processes and to readjust courses of action eliminating inconsistencies between the work of the institution and its priority objectives: eliminate unnecessary or repetitive tasks, excessive paperwork or define the background for organizational reformulations.Even when it is not possible to establish an automatic relationship between results obtained and budget allocation, having performance indicators lays the foundation for a more informed allocation of resources, establishes higher levels of transparency regarding the use of resources and lays the foundations for a greater commitment to results on the part of managers and middle management levels. They support the introduction of recognition systems for good performance, both institutional, group and individual.They establish higher levels of transparency regarding the use of resources and lay the foundations for a greater commitment to results by managers and middle management levels Support the introduction of recognition systems for good performance, both institutional and group and individual.They establish higher levels of transparency regarding the use of resources and lay the foundations for a greater commitment to results by managers and middle management levels Support the introduction of recognition systems for good performance, both institutional and group and individual.

Other benefits derived from the indicators are:

• Customer satisfaction: The identification of customer priorities for an organization sets the standard for the fulfillment of institutional objectives, to the extent that customer satisfaction is monitored through indicators, allowing the achievement of results Process monitoring: Continuous improvement is only possible if each link in the chain that makes up the process is exhaustively monitored. Measurements are the basic tools not only to detect improvement opportunities, but also to implement actions.Change management: An adequate measurement system allows people to know their contribution to organizational goals and what are the results they support the statement that you are doing well.

Conclusions

Currently, making a company efficient and competitive is a challenge. The definition of different indicators is a key pillar for the adoption of the new business management patterns, exercising greater control and achieving the desired effectiveness.

In the definition of administration, the concept of productivity is implicit as one of the main goals to be achieved, which implies efficiency, effectiveness, and effectiveness, in turn productivity in its formula considers quality for good individual and organizational performance.

The establishment of a set of indicators that allow to measure the effectiveness of the management in the organization is pertinent to guarantee a correct decision making and the effective improvement of the management system.

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