Relations of services-products (organization) and markets (environment) demand from the management and its work teams: adaptability, openness, and neatness. The latter requires discipline, concentration and patience at all levels of the organization, towards a proactive action to its turbulent environment (unpredictable and unknowable). Directing in this context is essential a "transcendent orientation"; take it to "action": do it, directing your work team: with personal integrity, which results in the capacity for moral influence, which leads to achieving commitment and collaboration; The result of this action is the “feedback” that leads to a change, learning to learn based on individual learning. Without the development of individual talent, there is no development of organizational talent.
The direction does not exactly accommodate the human or the scientific. It has to do with action and application, and its evaluation is the results. It carries out a technology. But it also has to do with people, their values, their development and improvement; and that defines it as something human. Thus it acts on the social structure and the community and influences them. He is deeply involved with spiritual matters: the nature of man, good and evil. This is, in short, what is traditionally called liberal art, because it refers to the foundations of knowledge, knowledge of oneself, prudence and leadership; and art, because it is practice and application. They take advantage of all the knowledge and findings of the humanities and social sciences, psychology and philosophy, economics and history,of the physical sciences and ethics. But they direct this knowledge towards efficiency and achievement; to cure a patient, teach, build a bridge, design a software program. Fardella (2015, pp 23-24).
What are the basic elements of the manager's job: Set goals, communicate them; Organize, organizational structure; Motivates and communicates (action), Creates team (personal integrity); Develops and trains people (human talent); and Measurement, establishes units of measurement (feedback: change) Drucker (1954, pp. 337-338). The management process is present in the evolution of any person, human group, from the smallest such as family, a group of friends, to the largest, such as the social group on a national scale, whose leadership is responsible at the vertex the State, with the participation of various intermediate groups such as: universities, associations, unions, mayors, etc. When it is said: the process of direction is present or given, it means that it always exists, better or worse in itself,and for worse or better in terms of results Fardella (2014, pp. 151-152). Given its relevance and significance, it is necessary to explore what this process consists of, which is implicit in all human activity.
Objective (Hypothesis): The direction consists of: defining an orientation, it derives from the answers to: What? do (goals) and when? (at what moment), how? do it (strategy), who? will do it (create networks of people and relationships: work groups) and where? (place); then try to get those people to actually do the work: action, with motivation and performance; The result of this action will be: feedback, evaluation between what is planned and what is real, its objective:
Who? It will.
Organizations by themselves are nothing, they acquire content due to the work achieved by the people who make it up; they are the ones who plan, do and decide, influencing her results Fardella (2015, pp. 20-21). Who has the best trained officers and soldiers…? If officers do not have effective training, they will be restless and have doubts during combat; If the generals have not received a complete training, they will hesitate internally when they are in front of the enemy Sun Tzu (2015, p.12). Don't give people tasks they won't be able to do. Performs an evaluation and gives each one responsibilities according to their characteristics Sun Tzu (2015, p.46).
Knowledge, skills and personal psychological preparation are key in any activity to be carried out. Who directs must know and understand each member of their work group and know what degree of maturity they have to carry out certain tasks, then they need to have the ability to tune in with their people Fardella (2015b) Maturity is made up of two dimensions for work, includes knowledge and skills necessary to perform a certain task; and psychological, denotes disposition or intrinsic motivation for said task. Depending on the degree to which both dimensions are found in the followers, it is possible to identify four stages:
Dimension: A
In this second phase: it should be tried that those people who were appointed in the first phase actually do the work (tasks), take them to: action. Sun Tzu (2015, p.10-11) points out: moral influence means that the people are in harmony with their rulers, because only then will they follow them to life and death, without fear of endangering their existence. This ability to influence is born from: personal integrity, which motivates and inspires, and achieves the collaboration and commitment of its people Fardella (2017). It is reflected in specific attitudes and behaviors that lead to producing results. Idealized influence calls it Bass (1998), it requires the competence of personal integrity, which implies: credibility and trust, go together with the ability to influence that implies: commitment and persuasion Cortez (2003).
The indispensable condition to lead others is: first knowledge and understanding of yourself (self-leadership), and then you can lead others (leadership). Those with greater self-knowledge are: healthier, perform better in managerial and leadership roles, are more productive at work Cervone (1997). Simple head knowledge is not enough; effective therapeutic knowledge is empirical knowledge in which self-knowledge has not only an intellectual quality, but also an affective one. Such knowledge, which comes from experience, depends on the intensity of man's congenital drive for health and happiness. The failure to achieve full maturity and integration of the total personality is a moral failure,is to violate their integrity and destroy their spontaneity Fardella (2014a).
There is a close link between leadership (direction), organizational climate (environment) and effectiveness (results). The way in which workers experience the climate of their company depends between 53 and 72% on the attitudes and behaviors of the leader Kelner, Rivers & O'Connell (1996). They then very directly influence the way employees feel, and determine their performance. The way the leader manages his moods is not private
(Self-control), since its influence is direct on the mood of its subordinates, makes it a determining factor in the operation of a company George & Bettenhausen (1990).
Whoever directs action must have: Authority, means that the general must have wisdom, equity, humanity, courage and severity Sun Tzu (2015, p.11). These five characteristics must have the general. Hence the army calls him: The respected. If the general has wisdom, he will be able to know changing circumstances and act diligently. If he is fair, his men will have the assurance of reward and punishment. If he is a human being, he will love his fellow men, make them share his feelings, appreciate his work and worry about their problems. If he is not a coward, he will achieve the triumph, without hesitation, at the right moment. If you are energetic, your troops will be disciplined, because they fear punishment. If you are not brave, you will not be able to clarify your doubts and plan big projects.
The personal integrity of the leader is his total personality; coherence in the sphere of feeling and thought (intrapersonal); and in the sphere of action (interpersonal), with attitudes and behaviors in harmony with their intrapersonal spheres. This feeling of integrity is its root: humility, it is achieved through the joy and pain of relationships, progresses on its spiritual path to learn from everywhere: love. Her main source of personal change is suffering, from this courage comes the whole person. Their crucibles are opportunities for reinvention, and taking control over their lives, to find meaning in circumstances that many people would have considered terrifying and potentially paralyzing Fardella (2013b).Collins (2001) also points it out as a trait or characteristic of leaders who transformed their companies into exceptional institutions; Humility is characterized by the capacities of: adaptability (respect), openness (honesty) and neatness (responsibility), first with oneself and then with others. From this integrity is born the ability to influence: it implies inspiring and committing, towards transcendent ends. The roots of all the above are in his terminal intrapersonal personal values of Fardella (2017):towards transcendent ends. The roots of all the above are in her terminal intrapersonal personal values of Fardella (2017):towards transcendent ends. The roots of all the above are in her terminal intrapersonal personal values of Fardella (2017):
The feedback is essential for: learning to learn, is how to address the problems of: external adaptation and internal integration that has worked well enough to be deemed valid and, therefore, to be taught to new members as the correct way perceive, think and feel about these problems. The strategic and operational potential of the values of the leader Fardella (2011); they are the roots of the theory of planned change formulated by Lewin (1947); Without these values written in the heart of all the members of an organization (who do not live them): there is no change, which implies that there is no organizational learning.
RESULTS.
Mutual trust implies spontaneous communication, and mutual support is born from both; They form a closed circuit if one is missing, it gets rid of, from this circuit the collaboration and commitment of people is born. Trust reduces risk and uncertainty in interpersonal relationships, thereby reducing the need for control and supervision and increasing efficiency in the execution of tasks (Lane, 1998; Schindler and Thomas, 1993). From the intra and interpersonal instrumental personal values: respect, honesty and responsibility, first with oneself and then with others, mutual trust is born Fardella (2017). The personal values of the leader Fardella (2011), are the roots and beacons of interpersonal communication in two directions; without them there is no: the Fardella (2016a) dialogue, that is, spontaneous communication.The values of the leader: honesty, respect and responsibility that he embodies, and reflects them in his attitudes and behaviors in his way of communicating: he radiates trust, which is at the center of human relationships; it has "operational" and "strategic" potential in organizations and in their work teams. They cause effects on the strategy, structure, systems, processes, personnel policies and productivity of the organization Fardella (2012a). Without these values there is no mutual trust or spontaneous communication: dialogue, and without these there would be no mutual support: collaboration and commitment.it has "operational" and "strategic" potential in organizations and in their work teams. They cause effects on the strategy, structure, systems, processes, personnel policies and productivity of the organization Fardella (2012a). Without these values there is no mutual trust or spontaneous communication: dialogue, and without these there would be no mutual support: collaboration and commitment.it has "operational" and "strategic" potential in organizations and in their work teams. They cause effects on the strategy, structure, systems, processes, personnel policies and productivity of the organization Fardella (2012a). Without these values there is no mutual trust or spontaneous communication: dialogue, and without these there would be no mutual support: collaboration and commitment.
CONCLUSION.
The hypothesis raised is consistent with what was investigated. From the sphere of Feeling, the inner voice of your consciousness is born: What ? and when ? do it (they spring from their inner harmony, their root freedom); in the sphere of Thought with reason and truth structure: How ? do it Who ? and where ? (wisely), these five questions arise from the conscious that has the directional function and their result is: orientation, the result of the unconscious; then he takes it into action in the sphere of Attitudes and Behaviors: he does it with authenticity and prudence.
The result of the action will feed back to our consciousness whether or not there are dissonances (guilty or peaceful consciousness); if they exist there must be a: change, in the sphere of feeling or thought that will come from the unconscious: its inner harmony; and rectifies attitudes and behaviors; if they do not exist, your consciousness will be at peace; it does not mean doing nothing, continuous improvement will always be necessary: it is life. This process means a three-dimensional dynamic circuit, if one (dimension) is missing, it falls apart, forming the vector: direction, transcendent function that derives from the leader's conscious and unconscious contents.
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