If we associate competencies with the strategy to generate competitive advantages in terms of productivity, we must orient ourselves to the following question: how can our service companies differentiate themselves in a globalized market, which facilitates the rapid and massive dissemination of best organizational practices and technological innovations ? Undoubtedly one of the key components in this nascent architecture is the human factor, with its competent behavior, as a contribution that people make to the organization in favor of the objectives of the company and society.
Precisely every time something does not happen as it should or the results are not achieved, some circumstance invariably appears where people appear to be held responsible for the events; On many occasions, these patterns of procedure hinder the entity's commitments and become enthroned in the organizational culture to such an extent that they become a very heavy burden that damages effective action and the achievement of business objectives. They become "retaining walls" that impede organizational excellence and speed of response to market demands.
For this reason, it is necessary to direct attention to the concern for the company as social systems, not only in the formal and legal documents that guarantee this attempt, but also towards the orientation and training from school education to labor organizations, programs and policies that guarantee learning and systemic practice aimed at generating a work culture that reflects dedication to the task, an orientation towards key competences, through the basis of integrated methodological and pedagogical strategies, much more flexible than those traditionally used, which allow the development and external balance (adaptation) with the internal one (appropriation), as well as a greater interference of the participant in their training process.
These principles are based on the central postulate exposed in the General System Theory (TGS), which demonstrates the need and value of the analysis of a whole set of internal and external conditions, which are completed to achieve the effectiveness and efficiency of the companies. Applying this concept to the world of Cuban business organization, which raises among its central objectives the need to be efficient, it is necessary to assess these circumstances and factors, with close influence (See fig. 1.1).
From these reasoning we can infer that the competent performance of the workers is the result not only of the functional parts that make up the company or organization, but of the multiple powers of those components with the macrosystem, essentially associating to it the sociocultural, political, economic and legal variables that sustain conditions and consequences of the different motivational patterns; since companies receive input, in the form of financial and human resources and laws, which can be applied and transformed in the "learning organizations", so that it is returned to the environment in the form of goods, satisfaction and services, which reflect or not a work culture, which shows compliance with rules and regulations, intrinsic satisfaction with the performance of the role and especially the internalization of organizational goals and values (Moros H, 2006).
Under these considerations, a question arises: how to create in the tourism company (MINTUR) the conditions that promote better influences on the workers, so that they take ownership of the activity, externalizing their skills in the position and in the organization?
We consider that currently, among the factors and conditions that interact in this complex system for the achievement of management by competencies, it is necessary to assess, in a systemic way, a variety of agents and circumstances, among which are accentuated:
- The Philosophy and strategy of the company The policies that enable the implementation of this strategy The culture that is generated at the organizational level The orientation towards the development of key processes The ways and means in which the company, with its culture and work environment, affects motivation and stimulation, which testify to the development of individual skills, especially commitment to the organization.
In order for the essential endings to be achieved, the entity demands the attention of each component, taking this direction the orientation of the people who need to compensate their needs and maintain a state of adjustment, an emotional balance and especially the satisfaction of higher needs, which is highly dependent on other people, particularly those in positions of authority, to be able to face the demands of life on their own. For this reason, care must be taken to the organizational climate, as the internal environment existing among the members of the company is cardinal, as it is closely related to the degree of motivation of its participants.
Let us remember that the organizational climate is created by a group of individuals who interact, who share a common frame of reference (organizational culture), so that they reach an agreement regarding situational contingencies. All of which allow us to see that each organization has a special "something" that differentiates it from others, something that makes it easy or difficult for some people to implement certain policies or to adapt. At the same time, it is difficult to define what this differential aspect consists of, how it influences the life of the organization and how to modify it, if necessary. That "something" is called style, ideology, values, in short it is the business culture understood as the set of principles and basic beliefs of the organization shared by its members and that differentiates it from other organizations.that guarantee the quality of their services. Without a doubt, the organizational culture that precedes the climate and acts as its base or foundation is the permanent factor from which the climate is derived, but while the culture is more constant, the climate is more variable; the internal or external factors that act on it can transform it at any time, and on this basis better intervention actions can be achieved. Reasons why, in this context, it is necessary to investigate the values and behaviors that are communicated at any level of human interaction (interpersonally, organizationally, psychologically, socially, politically and economically), their forms of reflection - sideways and in silence - or mostly because of what we do; examining reward and punishment systems,the responsibilities and especially the congruence of the directive actions with the words and formal codes that are expressed.
All this makes it clear that in this system of Cuban labor complexity a high role is played by the organizational culture; as a product of the historical process of social construction of meanings, linked through symbols, which, when assimilated, mold behavior and imprint a particular identity, which undoubtedly has repercussions on work behavior. It determines the way a company works, being reflected in the strategies, structures and processes, as an invisible source where the vision acquires its action guide.
This is how we speak of “flexible, dynamic, welcoming, innovative, healthy organizations: strong, characterized by pride of belonging to the company, the self-demand to comply with what the company demands, where a job well done is praised without embarrassment … ”And from rigid, conservative, sick cultures: weak, where tasks are assigned without counting on people, results are measured and not effort or ability and there is general apathy and even offense or ridicule at work excellently accomplished.
This warrants the need for ORMATUR to continue advancing, developing new and better strategies, which make it possible to integrate into the characteristics of educational and work contexts, the demand and daily practice related to the competencies that society and organizations demand, given the changes and frames of reference that are in the present and future development.
Also socializing the effect of organizational and group influence, related to the nature and type of activity that work teams carry out, although not directly determined by it but through forms of interaction that it generates, the degree to which it satisfies the individual needs of membership and group purposes:
From all this theoretical framework it can be inferred that unlike the traditionally academic orientation that some study programs may have; Education and training programs, based on competence in this sphere of service, should at least be characterized by:
- Focusing on job performance and not just the content of the courses Improving the relevance of what is learned from the group and given the demands of the organizations for which services are provided Avoid the traditional fragmentation of academic programs Facilitating integration of content applicable to the improvement of key processes. Encourage the autonomy of individuals and work groups. Transform the role of teachers towards a concept of researching and causing relevant changes.
Given this, it is necessary to put all the energies in developing each person in the organization so that they are more and more valuable (De Jesús Angel, 2007). This allows us to ensure that modeling the organizational culture in training organizations, towards the desired state, in which each individual models the attitudes and behaviors expected by senior management, requires analyzing, reviewing, adjusting and aligning the organizational systems, in terms of management of human resources, with the objectives and strategies of the company.
In summary, the application of the General System Theory to this content shows us that if the environment is not permanent, the Cuban company, including schools, demands an adaptation and continuous development effort that includes paying attention to economic processes, social and cultural, which guarantee the continuous development of the competences of men in the organization; because precisely the “relations of production and property, distribution, management systems, even those related to administration, control, stimulation, sanctions and work methods, among others, show that they do not constitute a pure, strictly individual and subjective phenomenon. From which it can be deduced - in the tourism sector - an improvement in the alignment towards strategies andpolicies that tax and stimulate growing individual and collective development, which conditions motivational patterns, capable of achieving the expected and necessary behaviors in business life.
In order to give meaning and purpose to the present moment, as a way of learning and progress towards a higher level of consciousness of work, the central work of the teacher is required in this system.
Bibliography
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3. De Jesús Angel. (2007). Towards an organizational culture focused on values, action and results. Available at http://www.gestiopolis.com/los-valores-y-su-relacion-con-la-cultura-organizacional/
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