In order to respond to the current needs of many companies with respect to the culture of the people who make up the organization, I intend to show that through the implementation of administrative models that involve operational personnel in planning, execution and control decisions, high levels of improvement will be achieved.
Through our experience as personnel managers we have been able to conceive and leave framed in our intellect, that when participation in the inductive and decision-making management within the processes is given to the physical executors of the work, they reach a greater commitment and therefore best results.
For this reason, we need to resort to methods that allow us to get to the bottom of the worker's feelings and how they relate to everything that their working world contains.
Knowing the importance for man to feel a vital part of any type of group, union, association, etc. As a product of the need for recognition existing in the human being, we will enter to show in a profound way, how by motivating the behavior of the worker in this aspect, under due control, we will achieve great progress, showing then that this type of behavior is not inappropriate in the workplace.
Therefore and convinced of the above, it is necessary that we begin to know a special administrative management that will cause, due to its nature, cultural changes in the company's collaborators.
Objective of applying the model
Achieve cultural changes with satisfaction in the workers, through the delegation of functions that internalize and form improvement behaviors in the company.
METHODOLOGY
1. IDENTIFICATION OF THE NEEDS OF THE AREA (COMPANY SECTION)
It is important to study in a macro way the different administrative spaces in which the area operates and that require special attention for its good performance.
In every area, administrative aspects are required that lead it to achieve its objectives. For this reason and for this case, we will take as a basis the Administrative structure that the company has and the way it participates in its development. There are several areas that directly or indirectly contribute to the achievement of the objectives, and that have been formalized within this structure, as they are an essential condition for the proper functioning of the Company.
Let us observe then, the functions that the service areas fulfill and the way in which they could be applied and adopted within the dependencies, without excluding the participation that they must necessarily provide, since they are the ones that will always set the course (Referred areas: Health Occupational, Training, Communication, Security and Surveillance, Social Welfare, Quality of processes, etc.).
2. IDENTIFICATION OF SKILLS OF OPERATING STAFF
No matter how much applicability interest one has on the functions to be developed, if the people involved in the physical execution of the work are not given enough participation, the expected results will probably not be achieved.
Therefore, it is important to introduce within the group, people with some relative authority to ensure the proper functioning of the aspects that have been defined in the previous point, in such a way that they generate a reliable interrelation between Boss and collaborator, improving management administrative and causing culture changes in the rest of the group.
It is necessary to define at this point, which spaces are going to be given to the people who are part of the group and their degree of compatibility in relation to the environment in which they must fit.
To comply with the above, the pertinent evaluations are carried out, which lead to identify skills, aptitudes and competence of the candidates, for their better use for the benefit of the company and greater job satisfaction of the worker.
3. ORGANIZATION
There is no organizational structure with lower or higher levels, it is a completely flat organization, where there is no hierarchical order among the people who perform the functions, regardless of the fact that some of the assignments add more value than others.
All are leaders and critics within their own job, with defined roles and commitments acquired.
Everyone in the area has the same opportunity to participate, to the extent that the favorable changes offered by the model allow.
The head of the area acts as coordinator and facilitator, with equally assigned functions and defined commitments.
Example of an organization:
Facilitator --- Process control leader - Quality process leader-Safety and surveillance leader -Environmental control leader-Organization, order and cleaning leader -– Training leader, etc.
4. ASSIGNMENT OF FUNCTIONS
The functions will be assigned in such a way that they are aimed at maintaining a stable order in the area and guaranteeing reliability in the processes.
These are defined in writing and must be discussed with the employee, who in turn must have the full conviction of being able to comply with them.
5. DEFINITION OF GOALS
The employee defines his goals under the advice and participation of the head of the area, these must be sufficiently achievable, in such a way that they produce satisfaction in the worker and the encouragement to make progressively greater steps.
6. WORK PLANS
Special work plans are made when circumstances so require. They clearly define the special requirements for their fulfillment and must be focused on achieving a substantial improvement within the space in which they operate.
7. MEETING OF PRIMARY GROUPS
Depending on the size of the area, the number of people that make it up, the degree of complexity of their work, the existing problems, etc. The periodicity of the meetings is defined, which are vital for the model to work.
Minutes are drawn up of these meetings, in which the requirements set forth by the leaders for the proper functioning and improvement of the area must be recorded.
When attention to the points defined in the minutes is not within the reach of the area its solution, the boss as a facilitator, must send to the competent areas already formalized in the company, the necessary information regarding their functions, to that each one of them appropriate their special case.
8. MONITORING OF PROGRAMS
It is the commitment of the head of the area to ensure that the programs presented by the leaders and approved by the company are duly complied with.
SPECIAL CONDITIONS OF THE MODEL
1. The application of the model must be sufficiently supported by management.
2. Specific roles should be assigned to specific talents. If few qualities are observed in the group for the assignment of functions, it is necessary to take the little and make it enough. In any case, this is about creating culture in the company's staff.
3. The learning of what is required by the model, training and definition of the functions of the assigned persons, must take into account their degree of assimilation, level of competitiveness, qualities and skills observed.
4. Goal setting should be gradual and begin with those that are easy to reach, seeking to stimulate the trade.
5. No functions should be assigned to people who do not show the slightest quality for the performance of the trade, this causes frustration and discouragement for those who perform it.
6. A duly controlled delegation of authority must be given to the assigned personnel, which contributes to maintaining the order of what is required without negatively affecting the emotional part of the rest of the group.
- The head of the area must be clear that what is stated by the leaders should not generate unwanted confrontations that hinder the proper functioning of the model.
7. Involve the designated leaders, within the existing areas of representation in the company, with regard to general directions of the company.
8. The bosses should not delegate administrative functions that require their exclusive management.
9. The leaders must be clear that their requirements must be adjusted to the current economic conditions of the company, and that if there are ideas whose fulfillment requires a large investment, they must be sufficiently justified.
Through the following video-lesson you will be able to learn more about the participatory administration model, the following topics are addressed, among others: what is participatory management, what are the characteristics of participation and how it can be implemented in an organization. (Polytechnic University of Valencia - UPV)
