Personal development vs. Professional development
What is the highest priority for Latin American countries?
Summary
Our organizations and our nations permanently and insistently aim towards achieving better levels of development in all their areas, relying on benchmarks such as gross domestic product and social welfare, GDP, or return on investment, ROI.
The academy is no stranger to this, since it is she who forms and structures the future leaders responsible for achieving these macro-objectives, and must monitor them in this regard.
But these leaders must gradually acquire an academic restructuring in accordance with the priorities and needs of countries under conditions of high political and economic dependence on the micro and macro environment, such as the Latin American countries.
Any business system, public or private, that directs its administrative efforts towards achieving better levels of competitiveness must have a specific and global management approach, directed towards maximizing its levels of productivity, since in achieving this is based on being more competitive.
At the head of many of our organizations we often see how professionals in different disciplines, weak in their structure as administrators and leaders, lead different business systems. Then we must ensure that they have the appropriate profiles in terms of formal leadership, not empirical, so that their management is more successful… truly successful and sustainable in achievements.
Towards there… towards them we go with these notes since we are absolutely sure that there the academy has much more to do, and as a consequence our countries much more to obtain.
Latin American countries must first focus on maximizing what little or much we have: there lies our great challenge. Successful overcoming of this challenge will be obtained by having adequate managerial profiles in our leadership.
We can still do it… and we can easily access it
During the last five years, mainly, significant changes have been occurring in the economy of our countries, which have and are affecting us all today.
Even the most developed countries have been impacted, so… what can the less developed countries expect due to our condition of being highly dependent, in one way or another, on the great powers?
Relevant and shocking events such as strategic alliances between large companies, fiscal adjustments of the states, the loss of the purchasing power of a large mass of our population, the one that gives rise to the large volume of consumption, have inevitably been occurring. within our economies, which has consequently affected the production levels of the productive sectors.
Terrorism has also affected this environment, massively displacing unskilled labor to large cities. The high costs of hydrocarbons have also played a role.
All of this has led us to bear the gradual decrease in job offers for all levels of qualification and qualification of human resources, and the increase in demand (displaced persons), resulting in large increases in unemployment indicators.
Professionals today feel as much or more powerless than non-professionals, since our options in terms of underemployment or disguised employment (search) are less accessible and more limiting due to our somewhat differentiating condition (status).
Many of us believe that the die is already cast and that there is very little to do: only resorting to resignation, family support and waiting for some "ruler or magic solution" to rescue.
But as professionals we should have the ability to properly explore other options, under the analysis that employment almost does not exist, but job opportunities should exist; Proof of this are the global economic indicators of our economy (GDP) which, although they show us gradual growth, this is some sign of improvement.
This should provide us with the hope that there must be other opportunities which we must identify and take advantage of.
As a consequence, we must resort to being more optimistic, and think that although conditions may be unfavorable, we must fight to look for options, even transitory ones, that allow us at least to survive with dignity and contribute little by little to the restart of our economic reactivation.
But there is great hope and here we try to present it, and it is to qualify ourselves academically to have the ability to identify and know how to take advantage of the many opportunities that exist around us in order to achieve personal improvement as professionals, even under a difficult environment.
So we have the great need to perfect and strengthen our professional profile, enabling it for a more globalized, coherent performance, typical of the leadership and really congruent with what our organizations and our nations require from their professionals.
It is our optimistic approach at the moment, and not having many options in this regard, for the moment, we should try to take the one presented.
Introduction
Professionals are the first candidates to occupy leadership positions in public and private organizations that make up our productive society.
But being part of the leadership in any business organization (public or private) should not be camouflaged with the fact of having an appointment at that level, or of working alongside the leaders, or of being at the service or collaborating with the these, or occupying a highly important position. Being a member of the leadership, be it public or private, (understood as being leaders of groups of people, processes and resources that seek and try to successfully achieve a certain objective), requires adequate preparation, preparation that the mere fact being graduated as professionals in a certain discipline does not supply us.
It is very likely that we are trained academically and specifically as administrators: we will have already gained something to reach the status of leaders; But to become good leaders, and even more successful leaders, something additional is required: decision, commitment, and complementary academic preparation.
It is very likely, and we would say that even common, to see professionals perform as managers of organized groups of people and goods, without having adequate training: this only guarantees that the achievement of the objectives pursued is not carried out in the right way. more suitable; It is likely that they will even obtain some transitory relative success, but this cannot be sustainable, much less competitive.
Therefore, to become successful leaders fundamentally requires adequate preparation, designed and focused on it, and a lot of commitment to yourself and to your projects.
Leadership capacity is something that all professionals must possess, absolutely all, regardless of the specific discipline in which we have been trained, and it is today a necessary instrument to survive, mainly in our countries dependent on other economies and affected due to the impacts of globalization processes, and other related that may have an impact.
Our society must have good leaders, and structured under the moral and ethical principles that should guide actions worthy of the human being.
having a good structure as professionals, as people and as leaders (personal development) is something necessary and indispensable, not only for the organizations within which we work, but also for our society, for our lives as independent people, and as heads of our most important primary groups, our homes.
If the church within its prayers to God manifests "give us many holy priests" our society should also ask "give us many good leaders."
In the gradual moral and ethical deterioration of many of our current leaders, there is one of the great evils that affect us and slowly corrode our countries: we must stop this scourge.
Reflection
Employment is scarce now, but job opportunities can be plentiful. We saw how many are currently the limits to a greater job offer, and how their growth expectations are increasingly remote.
At the professional level, the future outlook may be even more critical. The supply of professionals tends to be greater every day; our parents still consider that their greatest family achievement as such is guaranteeing their children's higher education.
Those young people who did not obtain at the time and for multiple reasons the privilege of accessing higher education, today with great sacrifices and with their own resources and savings, desperately seek their professionalization, or something close to it, since this is synonymous with overcoming personal and better job opportunities.
The average age of the population grows, and it is very common to hear that for the elderly the options are increasingly restricted.
But economic indicators tell us that there is already some improvement, therefore opportunities must also exist.
But the academic structure with which our professionals are trained continues to be the same, and this is a great limitation to obtain the leadership profiles that the economy, society and themselves demand. Our professionals, trained and structured in specific disciplines, once considered by them as economically attractive in their future, continue to be prepared to be part of and provide their services to a certain business system, whether of private or public origin, but we are seeing how these systems are increasingly restrictive in the offer of job opportunities, under this scenario the professional is blocked. His specific and restricted professional training limits his ability to identify and analyze other transitory options,complementary or definitive that may provide you with some dynamic income-generating opportunity or activity.
Even being part of an organized business system, his training leads him to fulfill certain specific functions, limiting his capacity in terms of innovation and creation, as well as a greater contribution to his organization and himself.
Our professionals, those with a stable employment relationship, have been adopting comfortable positions within society, limiting themselves passively and vegetatively to enjoying the economic benefits that knowledge in the form of higher education represents them, being indifferent to the behavior of macro- environment that today has placed them in a condition of labor and economic risk, given the new business policies that are applied.
For a professional to lose their comfortable position, it is not only required that they reach levels of incompetence, although this can easily and does happen, even for reasons beyond their control and due to their weak global structuring, their poverty in leadership matters, of its inability to identify new horizons. The loss of your current position can also occur simply as the origin of a business merger, and we are not far from it today.
That he gets a new and similar position, he could be far from it.
That it has substitute options, it is not within our current culture to have anticipated the occurrence of this type of event and to have prepared for it. Therefore it is possible that in the future we will have a great professional, possessor of great professional development, enduring difficult economic and emotional conditions.
Then his knowledge has been idle and he in difficulties; then this type of specific knowledge as exclusive in the professional structuring of the person, can at some point become inappropriate, disadvantageous and risky.
So it is necessary to think about how to strengthen the supply of good leaders, those who must have the ability to "unearth" at any time the work options that may exist in their environment, thanks to their ability to know, explore and value it, not limiting themselves just to see it and feel its effects.
It is necessary to achieve in a generic way that the professional, wherever he is, has the profile of a leader that allows his personal growth and development, that he has the ability to create fictional and new scenarios within which he could meet and be in ability to successfully handle the positive or negative aspects that they present or offer you.
It is necessary that the professional who does not have the advantage of obtaining a stable employment relationship in a business system, has the ability to clearly and safely identify and analyze substitute options that are somewhat satisfactory, even temporarily.
It is necessary for the professional to be the leader that society expects to bring forward the less qualified people, since their creative and innovative capacity may be greater if they have knowledge of the reality of the current global environment that affects them.
It is necessary that our professional is the great generator of new business initiatives, prior knowledge of the economic, social and political environment.
It is necessary that our professional is not indifferent to the possible options regarding the economic management of our country.
We expect all this and much more from our professionals once they have acquired their new leadership skills, and we are sure this is possible thanks to the intellectual gifts that the creator has given us.
But we are also sure his current training and academic structuring should be strengthened in this regard, in such a way as to facilitate the adequate use of his intellectual capacity in the identification and achievement of other goals in which, under the current structuring, he would never have imagined.
This is what we consider as personal development: the ability to identify and use their intellectual potential and maximize its effects for the benefit of our personal improvement and the best of our society, very contrary to what we consider as professional development, which every time It sows us more and more in our specific disciplines, those that only benefit our employers in the long run and increasingly move us away from the macro-environment, limiting in adverse situations typical of the current environment, our ability to successfully manage emergency options to survive worthily.
Good leadership and its role in organizations and for nations
The organization as a system
A system is a set of parts or objects (elements) that interact and form a whole or that are under the influence of forces in some defined relationship.
Every organization is a system since it makes possible the interrelation of a set of elements that allow these systems to occur.
In an organization, it is preferable to have open systems so that exchange relations are presented through inputs (inputs) and outputs (outputs). These exchange matter and energy regularly with the environment, they are usually eminently adaptive, since to survive they must constantly readjust to the conditions of the environment.
Through environmental interaction, open systems "restore their own energy and repair losses in their own organization."
The organization is a formal system because it is an entity created for an object, it is artificially designed to fulfill the goal.
The first and fundamental thing of an organization must be the group of people that make it up.
José Fredys Rivas fifth, [email protected]
Systemic thinking
The Cartesian paradigm, which assumes that the whole is the sum of the parts, and therefore tends to segment the whole and consider the parts in isolation, contributed significantly to the development of modern science and was the conceptual basis of the industrial revolution. Today it is not enough for us: the world has become more interdependent, organizations are more complex and problems too. However, a large part of the organizations are still governed by the Cartesian paradigm: with managers who only see the parts and would function more occupied in defending their territories than in fulfilling their functions.
Even the most dedicated of managers tries to optimize their area, thinking that the optimum of the parts is automatically the optimum of the whole, without realizing that this is not always the case.
Is that why organizational behavior is often so frustrating, that it is so difficult to implement changes, that so many improvement processes start well and then stop, that many successes turn into failures at the same time? To find answers to these questions, the systemic paradigm will help us. It seems obvious that, more important than the whole and the parts, are the links of the parts with each other, with the whole and with the context. But it is not so obvious, nor is it the latest fad. It can almost be said that it is a mental revolution that, starting from the pre-Socratic philosophers, impacts organizations today. Why? because the current "knowledge society" requires not so much "labor" but mostly "brain of work", functioning no longer by "command" but by interaction. When the interaction fails,all other efforts are frustrated. The issue goes beyond "teamwork", it has to do with the complexity of multiple variables with the feedback that increases deviations, with mutual causation, with the dynamics of delayed effects and other characteristics of the systems that manifest themselves in organizations.
If we can improve their behavior, we will not only make them more effective, but they will be more enjoyable to work on.
Organizations in learning.
This is an extract of the main ideas on competitiveness of organizations, presented by the author Peter Senge in conferences before different audiences during the last years.
What is a learning organization? the answer that senge offers us is that this would be the adjective that we could use to describe an organization or company that, continuously and systematically, embarks on a process to get the most out of its experiences by learning from them.
In the same sense, the next question we would ask ourselves would be:
And what do you learn? To answer it, the author prefers to do it starting from the description of what a traditional company is, since it will be easier for us to recognize this type of organization.
For the author, the opposite of a "learning organization" is a traditional type organization based on rigid control mechanisms and that works based on certain methods and knowledge that has been acquired over the years, either through personal experiences. or imitating other companies or larger organizations that have been successful.
These types of organizations essentially reproduce what they already know, sometimes opening themselves up to some novelties, which to some extent deform in order to incorporate them into their way of operating.
As it does not trust the capabilities of its employees or their degree of commitment to the company and its responsibility, it designs sophisticated or crude control mechanisms that are structured in a vertical hierarchical manner, forming a pyramid at the top of which all decisions are made.
The problem for these types of organizations is that they continually face two "enemies." The first is the current reality in which companies live, which is increasingly complex; and the second is the company itself, which, in order to face this complexity, becomes itself increasingly complex. The result that is obtained is the gradual or accelerated deterioration of its global levels of quality, productivity and the morale and life of the organization.
On the contrary, a learning organization is one that is based on the idea that we must learn to see reality with new eyes, detecting certain laws that allow us to understand and manage it.
This approach considers that all members of the organization are valuable elements, capable of contributing much more than is commonly believed. They are capable of committing 100% to the vision of the company, adopting it as their own and acting with total responsibility.
Therefore, they are capable of making decisions, of enriching the vision of the organization by making use of their creativity, recognizing their own qualities and limitations and learning to grow from them. They are capable of teamwork with renewed efficiency and creativity.
The learning organization constantly seeks to ensure that all staff members are learning and applying the full potential of their abilities.
That is, the ability to understand complexity, to make commitments, to assume responsibility, to seek continuous self-growth, to create synergies through teamwork.
The competitive advantage of the nations
Why in international competition, some countries succeed and others fail? perhaps this is the most frequently asked question in economics today. In all nations, competitiveness has become one of the central concerns of government and industry.
The United States provides a very clear example: there is increasing public debate about the manifestly superior economic success of other nations in trade. But this intense debate about competitiveness also takes place in "model success" countries like Japan and the Republic of Korea. Socialist countries like the Soviet Union and others in Eastern Europe and Asia are asking the same question as they thoroughly re-evaluate their economic systems.
Even when asked frequently, it is the wrong question if it is intended to expose the foundations of economic prosperity for companies and nations. Instead, another, much more precise issue should be addressed: why does a country become a center where competitors who succeed internationally in this or that industry converge?
There is no shortage of explanations as to why some nations are competitive and others are not. there are those who consider national competitiveness as a macroeconomic phenomenon, driven by variable factors such as exchange rates, interest rates and the government deficit. If anything, certain nations have enjoyed a rapidly rising standard of living despite budget deficits (Japan, Italy, and Korea); despite the fact that they have seen the price of their currency rise (Federal Republic of Germany and Switzerland) or despite having sustained high interest rates (Italy and Korea).
Others argue that competitiveness is a function of cheap and abundant labor.
Yet nations like Germany, Switzerland and Sweden have thrived despite high wages and long periods of labor shortages. Japanese companies have succeeded internationally in many industries only after replacing many workers through automation. The ability to compete, despite high wages, appears to represent a much more desirable national goal.
According to another point of view, competitiveness depends on the abundance of natural resources. However, in recent times the most successful nations in trade (including Germany, Japan, Switzerland, Italy and Korea) are countries with limited natural resources that need to import most of their raw materials.
Furthermore, in countries like Korea, the UK and Germany, it is the natural resource-poor regions that are thriving.
In more recent times, many argue that competitiveness is strongly influenced by government policy.
This point of view considers that the keys to international success are held when preference is given to certain industries in terms of development, protection, export promotion and subsidies. And studies of a few nations (notably Japan and Korea) and of a few large and famous industries such as automobile, steel, shipbuilding, and semiconductors are adduced as evidence.
However, this decisive role of government policy in relation to competitiveness is not confirmed when the facts are studied in greater depth.
Government policy on industry, for example in Italy, has been seen by many observers as ineffective in much of the postwar period, even though Italian exports have seen an increase second only to Japanese, coupled with a lower standard of living. rapid ascent.
A final popular explanation for national competitiveness is found in the difference in administrative procedures, including relations between workers and the company. The Japanese administrative system was especially praised in the 1980s and the same was the case with the American system in the 1950s and 1960s. The inherent problem with this explanation, moreover, is that each industry requires a different administrative approach.
Or that is hailed as good administrative procedure in one industry may be disastrous in another.
The many contradictory explanations for competitiveness underscore an even more fundamental problem. First of all, what is, strictly speaking, a competitive nation? Is it one where every company or industry enjoys competitiveness? if so, not a single country would come close to this classification.
Is the country with a large positive trade balance "competitive"? Switzerland has a more or less balanced trade balance and Italy suffers from a chronic deficit: however, both nations register a marked increase in national income.
Is the country that manages to create jobs "competitive"? Of course, this ability is important, but the types of work - and not merely that citizens have low-wage jobs - seem even more significant for national income. With low wages you have cheap labor, but this is far from offering an attractive industrial model.
The main economic objective of a nation is to create a high and rising standard of living for its citizens.
The ability to achieve this does not depend on "competitiveness", an amorphous concept, but on the productivity with which a nation's resources are used: capital and labor. Productivity is the value of the return on a unit of labor or capital.
It depends, at the same time, on the quality and characteristics of the products (which determine the prices that can be assigned) and on the efficiency with which they are manufactured.
Productivity is, in the long run, the primary determinant of a country's standard of living and of national per capita income.
The productivity of human resources determines wages and productivity from capital determines the benefits obtained for the owners of it.
Michael e. goalkeeper
Facets magazine no. 91 • 1/91
"The great and only managers of productivity and competitiveness of organizations and nations are properly prepared and structured leading professionals." author's note.
The dilemma of reality for the professional
(Parts of a concept)
Responsibility of the professional
We live in a period of turmoil in which the economy, science and technology play decisive roles. Scientific advances and new technologies exert an unprecedented influence on work and everyday life, and workers are on the cutting edge of change. As the process of unchecked and unchecked globalization has progressed, the treatment of nature has become intolerable. This requires that man's relationship with his natural habitat be redefined.
Highly qualified professionals, managers and engineers are at the very center of the "moral dilemma" it is these employees who develop new products, technology, develop marketing strategies and open new markets. Your decisions influence the environment, working conditions and consumers. What seems to make economic sense at the individual level may, in the worst case scenario, waste natural resources, harm the environment, destroy jobs, harm consumers, or evade embargoes.
Mauricio matute [email protected]
Our business system and the deficiency we aspire to remedy
Many of our business organizations could be governed according to the Cartesian paradigm which we presented previously, with its risky results at the business system level and without fully guaranteeing their levels of productivity and competitiveness.
Traditional management areas may exist within it, typical of modern administrative structuring, whose specific steps must be directed according to the objectives defined in the strategic plan and the policies of the respective organization.
More than is considered as management:
(Definition of management from Encarta encyclopedia)
“Management, in the business world, is a term used to describe the set of techniques and the experience of the efficient organization, planning, direction and control of their operations.
In industrial management theory, the organization has two essential facets. The first refers to the creation of the so-called lines of responsibility, which are usually reflected in the organization charts of the companies that specify who are the directors of the company, from the president to the head of department, specifying the functions of each one. This is very closely related to the theory of the firm. The other essential facet refers to the creation and development of a highly qualified executive staff.
Planning within industrial management has three fundamental aspects. One consists of creating general basic policies around production, sales, purchase of equipment, materials and raw materials, and accounting. It also has to do with pricing policy, risk analysis, and other strategic issues.
The second fundamental aspect has to do with the application of these policies.
The third is related to the creation of uniform work guidelines in all departments. Management is essentially concerned with monitoring and guiding the company; In this sense, a distinction is usually made between senior management, whose nature is administrative, and operational management, which is primarily concerned with the execution of the different strategies.
Control refers to the use of records and reports to compare what was achieved with what was programmed.
Modern industrial management and organization theory tend to study the social microclimate of companies more than traditional economic factors: the behavior of individuals within an organizational structure is as important as the structure itself.
However, competition between companies means that all try to apply the best management techniques but the ideal industrial management model that protects companies from their own mistakes has not yet been found.
"Encarta Encyclopedia".
Within many of our business systems we can find several problems that limit the systematic performance of organizations.
How can we guarantee that in our so-called operational and administrative areas adequate business management is carried out that "engages" in a logical way, and not simply procedural, with the model required for companies to achieve the global objectives of the business system?
How can we remove from our organizations what is proposed as the Cartesian paradigm?
How can we eradicate the attitude of "gurus" that many of our directors of each management area normally adopt, making them impenetrable, even, and often even for the general management itself?
How can we achieve that is allowed and accepted, “intrinsically” and not figuratively, the programs aimed at achieving permanent organizational development and as a consequence business?
How can we achieve a substantial change in the business culture of the members of the organization's management teams, in such a way that they are receptive and also generate a permanent change in their work and performance methodologies?
How can we ensure that the members of the company system adopt with determination and commitment the culture of permanent organizational learning?
To achieve this, we must build the infrastructure required by the administrative structure adopted to operate as a dynamic "business system" that allows what is expected by our society and our country.
It is in the construction of this new business infrastructure that we are committed.
The new and great challenge for future leaders
We have not found clarity at the level of supported definitions, on the question that many of us sometimes ask ourselves and regarding whether "the leader is born or made", but we have some fundamental concepts in this regard which we wish to share.
His Holiness John Paul II (RIP), in his encyclical Centesimus Annus, 1991, states:
"If in other times the decisive factor of production was land and then capital was, today the decisive factor is increasingly man himself, that is, his knowledge."
It is the great challenge that His Holiness John Paul II posed to humanity.
But we ask ourselves: if knowledge has always existed from ages ago and throughout time, then:
What kind of knowledge does his holiness refer to? we would dare to answer: to ensure that the decisive factor of production in the future is man, and that man can successfully respond to the challenge presented by God, through his great shepherd on earth, his holiness John Paul II, this it requires further developing its leadership skills, as the challenges posed by this forecast are immense. Only good leaders can respond to this great challenge.
Knowledge, embodied in the form of professional development, already exists and has always existed, and is strengthened and enriched thanks to the economic resources allocated for such purposes, manifesting itself in the form of permanent developments in the technological field, in health, in the knowledge of our universe and space, etc., But this type of knowledge does not stimulate or strengthen the leadership capacity of the human being, the one to which his sanctity refers in his encyclical, although it can and should generate it within their own spaces, and only for them.
Therefore, in order for the person to become a “decisive factor of production” today, and surpass what has been achieved until now by the previous factors, he must prepare himself to develop and use his leadership capacity, and thus face the challenge presented by the Catholic Church and that today's society demands.
Let's remember:… this approach considers that all the members of the organization are valuable elements, capable of contributing much more than is commonly believed. They are capable of committing 100% to the vision of the company, adopting it as their own and acting with total responsibility. Therefore, they are capable of making decisions, of enriching the vision of the organization by making use of their creativity, recognizing their own qualities and limitations and learning to grow from them. They are capable of teamwork with renewed efficiency and creativity.
For this, it is required that the person possess and properly manage a more globalized knowledge, such that it allows him to perform as a successful leader, and become an advisor of himself, of his real role within an organization, of his personal and family projects, and your role as a member of a society.
On a personal development model
The process of linking our professionals to leadership management must be gradual, if we want to obtain good leaders in the future. Initially we must introduce them to global knowledge, serious but not very deep, of all the wide range of concepts that being a successful and resourceful leader demands. Some will possibly go deeper into certain aspects, but all must be aware of the great universe of existing concepts within the field of knowledge or administrative thought, those concepts that they must know, handle and control.
We will start the implementation of this personal strengthening process with the participation of professionals in the personal development program, pdp, whose academic structure we will present later. This program was designed in 2001 to be aimed at coomeva professionals, as a valuable and necessary formal academic complement at the postgraduate level, and with a specialization character. But we can adapt and offer it at the level of non-formal education and with a diploma character, aimed at non-professionals, without losing the fundamentals of its effect.
Furthermore, we will be able to continue adapting it to enable it to be offered to future business entrepreneurs, bringing them the elementary fundamental concepts of modern administration, and using specific methodologies (seminar-workshop), insisting on the non-deterioration of its fundamental objectives: training Comprehensive knowledge of the business system, as well as the management of existing administrative instruments.
We do not intend that the PDP, at its highest academic level (specialization), provide us with super-specialists on the subject, but we do intend people who are able to identify where there are risks and shortcomings, as well as advantages and opportunities that merit care in their management, and can help define how to face the various situations that arise every day.
As a global profile to be managed within the leadership structuring process, and on the new behavior that we aspire to obtain, it is necessary:
- Emphasize the need to recover our moral and ethical values so that they are always considered in our actions.
Proposed academic structure of the pdp
| areas to manage | diplomat | specialization |
| ethics and business values | 10 | twenty |
| the man in the organization and his compensation
|
10 | twenty |
| human talent management | twenty | 30 |
| strategic management | twenty | 30 |
| financial management (costs and budgets) | twenty | 30 |
| management of operations and their total quality | 40 | fifty |
| marketing (marketing and sales) | twenty | 30 |
| labor and commercial legislation
|
10 | twenty |
| environment, its surroundings and its legislation | 10 | twenty |
| instruments and models to support administrative management | twenty | 30 |
| total hours | 180 | 280 |
- Familiarize applicants with the concept of the system in a generic way to later learn about the society, country, family and person systems Emphasize the importance and true value of the person as such within any system, so that it is not considered as a simple productive element within business organizations, but as a valuable element with the capacity to contribute to the management of your organization, as well as the need it has to be respected, educated, prepared, to facilitate its improvement, to be recognized in their actions, encouraged in their achievements and on their need for protection Give clarity to know and give true importance to the concepts of productivity and competitiveness, valid for the operation of any system,as well as on the concept of competitive advantage, of great value within the global management of organizations and personnel. Familiarize it on the concepts of environment, the different types or levels of environment that exist and how these can positively or negatively affect any system, as well as the way of interacting, how they affect each other, some with greater primacy over others, and the respect that we must have for each one of them Emphasize the great value of natural and acquired resources that our environment, and what is our function to achieve their use and use without destroying or deteriorating any of them, but obtaining their maximum benefit from them. Familiarize it with the existence of a large number of administrative models, the result of the evolution of this thought,and on how these can contribute to maximizing the use of human, technical and financial resources at the service of organizations, always guaranteeing their integrity and respect. some of them: dofa, continuous improvement, total quality, kaizen, benchmarking, reengineering, Demming method, performance evaluation, control panel, etc. Familiarize yourself with the internal functioning of business management, which is the specific role of the different areas of management, and on the importance of their joint and harmonious performance in order to achieve the success of the overall management of the organization Emphasize on the importance of stimulating creative and innovative processes in people, of great value for any system and for the professionals themselves.
We want the professional to know a wide range of administrative tools and instruments that many valuable people (authors and gurus) have generated over time, thanks to their concerns obtained as a result of the reality of administrative performance, and made available to us with The object of being used and facilitating the successful achievement of our objectives, be they personal or business.
In this way, the professional, aware of this wide range of tools, when hearing within his organization that any of these is going to be implemented, will no longer self-generate fearful expectations, rejection or great doubt about how this may affect his area of expertise. work or management, or himself, and will be absolutely willing to participate in its execution, not by imposition or decision of senior management, but by conviction, since it will very likely have been he who had suggested or requested it, knowing his need and its benefits.
Under this new global conception, and according to their wishes, expectations and their new business profile, professionals should be able to review their address as individuals and / or within their organization, as well as to strengthen and / or review the approach that they have previously defined.
We do not intend that the professional neglect or abandon their specific discipline (there are many resources and efforts invested there) but rather that they strengthen themselves in the management of it.
You will now be able to decide whether to continue, how and to what extent, your professional development, or whether to stop a bit and focus more on strengthening your development in other administrative areas; In any case, you will be able to decide how to strengthen your personal development, regardless of the approach you prefer: this will be part of your new structure in terms of personal development.
As we mentioned before, the structuring as leaders must be gradual, and our initial intention is to present a great overview of the great universe of administrative knowledge, the one to which his holiness John Paul II most likely refers, which is available to each of us, and not only reserved for those who occupy managerial positions, as we most likely think or think today.
We all need and require "managerial" knowledge if it can be called this way, although they are simply knowledge and comprehensive administrative thinking applied to a certain business reality.
Any process in which the person participates requires being "managed" and some of us participate as directed and others as leaders.
But we are talking about professionals, and we have already seen that they must be the first candidates to be leaders, then we must be aware, at least of the existence of these management tools, define in which events they are used and how they are used, although not we know how to handle them: others will do it, we are the leaders.
We need this in our homes, in our companies and in our projects.
We sometimes wonder why our children as they grow in many cases lose their respect for us, not as parents but as people; very probably we will be able to think, within this speculative approach: because we do not have the capacity to be their friends, due to the specific professional structure that we have or that we lack, which does not have the openness or the necessary reliability to hold dialogues real, logical, constructive and critical of them, about what worries them as people, as young people in the process of training.
We fulfill our financial obligations as heads of household, but involuntarily we close the space for who could be their main, closest, dearest and great friend.
It is necessary to communicate with our children under the attitude of people who are more fully structured and also possessed of higher education, and not only as professionals covered exclusively by the investiture that provides us with a specific and limited knowledge, which we consider as sufficient but only valid for other areas such as our work, or the power granted under the condition of parents, which has been fortunately granted to us thanks to our creator. These are our intentions about the personal development process: to achieve that many of our professionals initially, and all in the not too distant future, have more open, more globalized thoughts, in such a way that we look at our professions as they really should be seen: a tool that we are privileged to possess,but that it alone does not achieve everything, and that everything cannot revolve around it, that we must know how to maximize its use, for our own good, our families and society.
In this way, we will have, no longer professionals, but executives committed to themselves, to their companies and to society; We will have, not groups of people, but determined human teams; We will have, not unproductive and fragile organizations but developed companies or companies in a determined process of development and growth, offering more job opportunities.
More productive operational conditions will be achieved, more competitive products will be obtained, better market positioning will be achieved, higher sales will be made.
It is necessary to have professionals who are able to shed that arrogant behavior which creates barriers in their life, in their work area and in their organizations, the result of the lack of self-confidence. Professionals are required to be projected for their performance and commitment, being leaders of their projects, and within their companies of joint work, which based on strategic projections for the short, medium and long term, allows them to design action plans oriented to the development and growth of their organizations.
The definition of corporate objectives and the identification of the resources available to achieve them will allow determining the actions to be developed.
It is necessary to have proactive professionals, capable of visualizing the position and options of their own and of their companies in the markets, capable of properly visualizing options in foreign markets, thus avoiding damage between them as a result of the dispute of a restricted internal market, which weakens them and affects their economic growth. innovation must be stimulated.
To achieve this we must strengthen his knowledge, the one who most likely manifests his holiness John Paul II requires us to bravely and satisfactorily face the challenge that he presents us in his encyclical.
conclusion
The following concept, to which we have already referred, will serve as support to begin our conclusion: because the current «knowledge society» requires not so much «labor» but mostly «labor brain», functioning no longer by «command »But by“ interaction ”.
Our thinking points to this. In the case of professionals, we consider as "qualified labor" our graduates from regular academic programs, at the higher education level, and as "highly qualified labor" those who have had the opportunity to access university studies. postgraduate studies in their respective specialties: they are our target population and we intend to turn them into good leaders, even though they are currently successful professionals. For now, we will consider them as “labor” since they surely continue to act under “command”, but we aspire to structure them as “work brains” so that they interact with their work groups, turning them into effective “work teams”.
We do not intend to object to the current structuring of academic programs at the higher education level: they are the basis for structuring our professionals. We do intend to complement its graduates academically, and gradually, so that they have the option of becoming good leaders within their areas or specialties of performance. It is a process of continuous education (a process already formalized by the Colombian state due to its importance in the enrichment of knowledge in the person) focused on their structuring as leaders, towards the personal development of our professionals.
Fundamental to become a good leader, is to know in some depth the day to day of what you intend to manage and about the resources available to achieve it, in order to try to execute an administrative and technically more productive management. This can only be achieved by knowing, living and feeling the routine corresponding to any organization in human and technical aspects… "smearing" as it can be said in popular "slang": it is the first and fundamental step that our professional, the future leader, and to achieve it is enabled by our universities: you cannot manage, much less control what is not known, then it is necessary to overcome this stage. only in this way will we obtain reliability,acceptance and support of our superiors and collaborators in our aspiration to leadership positions.
We have presented throughout these notes, and under the initial questioning “personal development vs.
Professional development: what is most important for our Latin American countries? ”, Concepts of some authors and their own about the importance that the training of people and our leaders has in the development and achievement of productivity and competitiveness of organizations and nations, and on the fundamentals of it for our society.
Our Latin American countries require more leaders, at all levels where the resources used in production processes are found, both for goods and services. The use of these resources is what we want to optimize, managing to execute more productive efforts and taking our organizations to better levels of competitiveness.
Knowledge also requires to be administered primarily by ourselves, not based on our preferences and / or whims, but being absolutely knowledgeable and being identified with the objectives we pursue, those of the organization and / or ours, so that this In such a way it is potentiated, properly directed and offers society the great benefits that having the privilege of owning it offers us.
We hope to reach you with our thoughts and that this be analyzed, discussed and constituted in a contribution to the objectives of our faculty of economic, administrative and accounting sciences and of the free university, and to the greater structuring of our students and colleagues.
It is the message that we want to convey through this medium to future leaders, those we intend to deliver to our companies, our country and its society, being faithful to the motto of our university: forming leaders… creating future.
Bibliography
- Strategic planning in organizations, process and types of plans. http://www.monografias.com/trabajos14/estrategiaorgan/estrategiaorgan.shtml Evolution of administrative thinking towards making the right decisions. http://www.monografias.com/trabajos14/administrativo/administrativo.shtml Competitive Strategy, Michael Porter 1980. Competitive Advantage of Nations, Michael Porter, 1990. The Practice of Business Administration and the State. uam, Mexico, 1983, p.7. www.monografias.com ma. Guadalupe huerta moreno professor of the administration department uam-a Evolution of administrative thought - www.monografias.com. Anna Maria Cardona Saldarriaga [email protected]. Universidad de Antioquia Medellín Learning about organizational learning www.monografias.com Ricardo Sotaquirá g. unab, Colombia; ula,Venezuela Lilia Nayibe Gélvez p. Universidad del Valle, Colombia Dance of Change, Norma Editorial The Fifth Discipline, Norma Editorial
Important note: this concept has already been published by the Argentine portal degerencia.com, and will be published by the librempresa magazine of the free university - sectional Cali, under the name:
Personal development vs. professional development: what is the highest priority for Latin American countries?
1 Complementary comprehensive structuring of the professional based, both on the knowledge, understanding and management of administrative principles, models and issues, as well as those that dignify and fulfill the person as such: ethics and values. the mere accumulation of administrative knowledge does not guarantee the obtaining and optimization of its benefits.
It requires the contribution of large doses of initiative, logic, cunning and a lot of commitment to achieving what is intended to be achieved, logically under the absolute knowledge of those we have and offer, where we are, where we are heading and how we will achieve it, characteristics These are typical of great leaders.
Accumulation of own knowledge, models and experiences exclusively related to a specific area of science: engineering, medicine, law, administration, economics, etc.
The sole and systematic accumulation of this type of knowledge does not guarantee us neither the design nor the execution of an administrative management, much less its success. something more is required, a good leadership profile.
