Managerial management in organizations requires a high sense of commitment to results, in such a way that the first thing that should receive who is appointed or selected to occupy a management position is the so-called "job description" that allows them to know from the beginning the deliverables on which it will be judged at the time of making the performance evaluation.
The difference between average and outstanding management lies in the ability to identify the best way to use the resources available to them and their ability to develop a routine in the work team capable of producing outstanding and differentiating results. The daily work routine that can lead to routine is not necessarily synonymous with boredom due to the repetitive condition of the task. This is where the importance of doing the task for which we have been hired comes into play.
Managerial management requires achievement orientation as a condition to ensure a path that begins by looking at the point of arrival that allows it to recognize the complexity of the route it must travel, keeping the goal in mind anticipates a strategy that optimizes the resources it needs to confidently approach the tasks that, once completed, will become the necessary stepping stones to advance, not always up, but always forward.
The three basic components that are contained in the definition of the competence “achievement orientation” are:
- Plan: It refers to the ability to establish in advance the objectives to be achieved, define the technological, financial and physical resources that allow ensuring the necessary inputs to start the process or deliver the promised service. It is a way of visualizing the path that we must travel and anticipating, by way of possibility or probability, the difficulties that we will have to overcome to start the path that will take us to the goal.Execute: On many occasions we remain in the formulation of desires, dreams and aspirations that can be commendable and even find allies in the work team, but on many occasions we end up postponing or never doing what we have designed with such care. The ability to execute is the implementation of the decision,to carry out and turn into reality what until now is just a well-conceived project or plan. It will be the reality of the execution that allows us to adapt the resources, adjust the process and recognize the speed with which the task must be carried out.Evaluate: Once the project, plan or task is completed, it is necessary to review the results that we It allows to contrast what was planned against what was achieved, to ensure that what was expected was fulfilled and, especially, the ability to generate a reflection that allows to recognize the learnings achieved in such a way that in the next project the improvements that arise as a result of the task carried out can be incorporated.adjust the process and recognize the speed with which the task must be carried out Evaluate: Once the project, plan or task is finished, it is necessary to do a review of results that allows us to contrast what was planned against what was achieved, ensure that what was expected and, especially, the ability to generate a reflection that allows to recognize the learning achieved in such a way that in the next project the improvements that arise as a result of the task carried out can be incorporated.adjust the process and recognize the speed with which the task must be carried out Evaluate: Once the project, plan or task is finished, it is necessary to do a review of results that allows us to contrast what was planned against what was achieved, ensure that what was expected and, especially, the ability to generate a reflection that allows to recognize the learning achieved in such a way that in the next project the improvements that arise as a result of the task carried out can be incorporated.the ability to generate a reflection that allows to recognize the learning achieved in such a way that in the next project the improvements that arise as a result of the task carried out can be incorporated.the ability to generate a reflection that allows to recognize the learning achieved in such a way that in the next project the improvements that arise as a result of the task carried out can be incorporated.
The search for differentiating results in management must be capable of intuiting innovative paths and full of proposals capable of challenging the routine that has managed to maintain repetitive spaces of action. The consolidation of the so-called "spring effect" makes us believe for brief moments that we have taken a qualitative leap and that we are prepared to achieve new organizational goals, when in reality it is only an impulse that can take us back to the same "area comfort ”from which we start.
"Begin with the end in mind" is the second habit that S. Covey gives us in "the 7 habits of highly effective people", it is about imagining that we are able to take control of our reality and make our dreams come true From the inputs we have, we have the ability to "create twice" what we propose, the first in our mind and the second is the expression of what we imagine. Assuming the leadership of my results implies recognizing that the force to produce them comes from within, it is when we recognize that the resources and inputs only acquire their transforming identity when we combine each of them according to the mental plan that we have previously elaborated.
It is very important to consider in this reflection that competence as such is the expression in the present mode of whoever interprets the action as part of a process that is in permanent development and that incorporates the common objectives of the work team. In this sense, the experience as such of those who are passionate about a result, turns out to be shared with all those with whom they are part of the same dream. Managerial management manifests itself in the ability to gather, combine and project the desires of a work team that expects, starting from a work plan, executing the corresponding tasks to obtain results that allow them to be evaluated to find the aspects of improvement that may lead people, the team and the company to superior performance and productivity.
When we start a project we imagine that it will be a success, that it will achieve the objectives set and that it will undoubtedly allow us to advance to new stages of development. Planning allows us to anticipate the possible difficulties that we will encounter along the way and from the beginning we prepare solutions for contingencies that may never arise but that are potential sources of problems for the expected success. The execution of the plans and tasks embark us once again on the need to measure and control each of the steps that are taken in the development of the project, there we can fall prey to the kingdom of improvisation since it is necessary to make the appropriate decisions to meet the real difficulties for which we may not prepare actions in the planning phase. Finally,evaluation becomes an ally to recognize and applaud what he did well and at the same time to identify and assess the aspects that should be improved and adjusted for future projects.
Finally, taking this reflection a bit to performance, we find in the daily organizational life that many collaborators do not like to be evaluated for various reasons that go beyond the typical subjectivity of which measurement tools are always accused. It is about discovering and assessing the importance of results planning based on the recognition of the strengths that allow us to drive management towards superior and differentiating results.
I hope that these opinions allow to generate the due discussion on the methodologies that we can use to consolidate the competence of “achievement orientation”.
