THE ORGANIZATION
The organization is a formal system because it is an entity created for an object, it is artificially designed so that it meets the goal. The first and fundamental thing of an organization must be the group of people that make it up.
The organization is also a set of roles that are interacting and intertwining.
THE ORGANIZATION AS A SYSTEM
A system is a set of parts and objects (elements) that interact and that 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. These can be open and closed (Organizations).
The organization as an autonomous and independent entity is based on corporate principles that define and identify it, among which we find:
It should be: This answers the question, why does the organization exist?
Must do: Mission, tells us why the organization exists.
Must be: Vision, guide us to know where we are going, with how and how we got there.
All duty is based on a nuclear advantage (it is what only the company can provide, it is the tacit knowledge of the company, the organizational now how), the nuclear advantage is created by the organization, this gives us the corresponding reality principle at the beginning of the organization.
PERMANENT ELEMENTS THAT ALLOW THE ORGANIZATIONS (SYSTEMS).
- Concepts: refers to WHAT I KNOW. (The organization) Values: It tells us WHAT I WANT TO DO. It is the ideal that I have with each concept, and each concept generates value. Values become the foundation for the organization Perceptions: In this aspect we address WHAT I SHOULD KNOW. They show us whether the values can be met or not. Practice: We analyze WHAT I CAN DO. It is what I can do without making mistakes.
Every organization works on 4 causes:
Material cause: it is understood as the radius of operation of the organization and on which the organization works and with which the organization works.
Efficient Cause: The question, Who works on it? The profile of the right people to work on the material cause is asked and answered.
Formal cause: Results expected with these, the question is answered What will happen with the organizational operational radios ?.
Final cause: The question was asked and answered, why was that done? It is necessary to know that what was done is going to be applied at some point.
In organizations, what is the use that will be given to the results, and that this use is the best. This is where the concept of competitive advantage appears.
ORGANIZATIONAL DEVELOPMENT
- Organizational Development Starting Point (Credibility) Organizational Learning Organizational Development and Change Organizational Communication Organizational Climate Research and Development Organizational Development and Marketing Organizational Culture Organizational Development and Crisis Organizational Development Manager Individuals in Organization
ORGANIZATIONAL DEVELOPMENT
It is a free and relentless effort of management that uses all the resources of the organization, especially human resources, in order to make the organization credible, sustainable and functional over time. It streamlines processes, creates a style and points a north from institutionality.
Dr. Richard Beckhard. He defines it as «An effort: (a) planned, (b) that covers the organization, (c) administered from senior management (d) that increases the effectiveness and health of the organization, through (e) intervention deliberate in the processes of the organization using the knowledge of the behavioral sciences ».
In the book Fundamentals of Organizational Communication, the writer Maria Elena Mendoza Fung proposes a definition very close to the previous one: “Planned process that encompasses the entire organization, seeking efficiency and cultural transformation to ensure the competitiveness of the organization and its employees.
PURPOSE OF AN ORGANIZATIONAL DEVELOPMENT PROGRAM
It is that the organization learns as a system and can have a distinctive stamp of doing things with excellence from its own processes. DO strives for continuous improvement, effectiveness to function and respond to change.
In this aspect, the concept of Mendoza Fung (2000, UPB) becomes relevant when he states: “Successful organizations are those that their adaptation and capacity to assume changes face them in a positive and proactive way, organizations that learn are those that are willing to assume new roles and responsibilities and technically they are in continuous advancement and training ”.
STARTING POINT FOR ORGANIZATIONAL DEVELOPMENT
The starting point of organizational development is credibility, the organization must tend to a condition in which it becomes credible in its processes, in its products and services. Credible for your external and internal clients; a credibility that does not end in the start-up and completion of a process, but survives with the continuity of the company, and grows over time.
ORGANIZATIONAL LEARNING
It is the testimony of the organizational change, since the organizations reflect in their interior a series of transformations and renovations, which is a result, most surely from: the acquisition of knowledge, culture and values - understood - learning of the people who make up the organization.
The organization is called to promote adaptive learning and at the same time generative learning. The first seeks that the organization adapts to the current reality. The second looks at the organization as an entity in which creative tension must emerge to achieve the vision, adopting a strategy to change reality. In any case, the learning process conceives of the organization as a Darwinian reality.
This learning process seeks to:
- Know more about yourself, others and the world. Be able to do something that we could not do before. Have a new skill or ability. Stop being the type you were.
In this aspect, the idea of learning to learn, unlearning and relearning is taken, since the constantly changing world confronts us with complexities that need to be faced with mental models capable of looking at the organization with a systemic vision, the traditional models of learning the reality, of making readings of the environment and that of the organization lag behind, it is necessary for management to learn to decode from a systemic perspective, that requires generative system learning. This implies a macroscopic vision, which allows us to see reality without decomposing the whole, seeing it all in order to know how to position ourselves, understand better and be more efficient.
It is necessary:
- Take distance Filter details Highlight large components Look deeply at the interrelationships
This will result in an organization that its management is equated with a symbolic analyst, capable of reading the codes issued by contemporary society.
Macroscopic Vision is the holistic way, systemic vision as you look at, conceive, think about the organization. The instrument with which you look, that is, the macroscope is the MENTAL MODEL. This is one of the objects of study of organizational learning. As he comments. Geus, the Dutchman who knew how to be the main planner of Shell, defines it as "the process by which the management teams change the mental models of their company, their markets and their competitors".
In an organization it is preferable to have open systems; they are the systems that present exchange relations with the environment, through inputs (inputs) and outputs (products). 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. They maintain a reciprocal game with the forces of the environment and the quality of its structure is optimal when the set of elements of the system is organized, approaching an adaptive operation (learning process and self-organization). Open systems cannot live in isolation, because they "maintain a continuous flow of input and output, maintenance and support of the components,not being throughout their life in a state of chemical and thermodynamic equilibrium, obtained through a firm state called homeostasis ", so" they avoid the increase in entropy and can develop in the direction of a decreasing state of order and organization »(Negative entropy). Through environmental interaction, open systems "restore their own energy and repair losses in their own organization." The concept of open system can be applied at different levels of focus: at the level of the individual, at the level of the group, at the level of the organization and at the level of society, going from a microsystem to a suprasystem in broader terms, it goes from the cell to the universe (RJ Aguado)therefore "they prevent the increase in entropy and can develop in the direction of a decreasing state of order and organization" (negative entropy). Through environmental interaction, open systems "restore their own energy and repair losses in their own organization." The concept of open system can be applied at different levels of focus: at the level of the individual, at the level of the group, at the level of the organization and at the level of society, going from a microsystem to a suprasystem in broader terms, it goes from the cell to the universe (RJ Aguado)therefore "they prevent the increase in entropy and can develop in the direction of a decreasing state of order and organization" (negative entropy). Through environmental interaction, open systems "restore their own energy and repair losses in their own organization." The concept of open system can be applied at different levels of focus: at the level of the individual, at the level of the group, at the level of the organization and at the level of society, ranging from a microsystem to a suprasystem in broader terms, ranging from the cell to the universe (RJ Aguado)The concept of open system can be applied at different levels of focus: at the level of the individual, at the level of the group, at the level of the organization and at the level of society, going from a microsystem to a suprasystem in broader terms, it goes from the cell to the universe (RJ Aguado)The concept of open system can be applied at different levels of focus: at the level of the individual, at the level of the group, at the level of the organization and at the level of society, going from a microsystem to a suprasystem in broader terms, it goes from the cell to the universe (RJ Aguado)
Organizational learning implies what learning is per se, associated with a commitment to ensure that the body can continue learning through its own experiences. This requires actions and tactics that make it easier for the operating units to check their own operations, compare them with other options and facilitate plans for future improvement. It also involves a process of systematic collection of reports, feedback and formulation of plans based on information. For these purposes, the organization should be divided into learning groups.
In the study of organizational learning, it must be clear that the priority is not individual learning, but organizational learning, systemic learning, what is measured is the organization that learns. Although it is true that the members of the organization must learn, grow and develop, it is no less true that this learning must be associated (in a directly proportional relationship) with the learning of the "system" called "company".
ORGANIZATIONAL DEVELOPMENT AND CHANGE
An issue with which the organization has to deal is with change, it is something that occurs daily, how to maintain balance? How to adapt while everything is changing? Here again the concept of the company as a Darwinian reality acquires relevance. As José Antonio Durán Acosta tells us, "As soon as something becomes, its tendency to remain conflicts with its own need to change." The organization, an entity artificially built to achieve an end, lives this reality.
Change is any observed change that remains relatively stable.
It is a proactive transformation process that operates on the organizational culture.
Organizational change has premises that we can state in the following:
- Any change that occurs somewhere the company affects it in its entirety, whether or not it is perceived by its members. The change is both a human and a technical challenge. The attitude of managers towards change must be aimed at establishing and maintaining the balance in their groups, and favor the adjustment of each of its members to the new circumstances. It is expected that group reactions to change occur, given the adherence that some individuals present to predominant positions in their work group, this aspect must be understood and managed by the management of organizational development. When a change occurs, the group seeks balance trying to return to the previous state or situation, perceived as a better way of being and / or doing things. Every pressure for change,therefore it encourages back pressure from the group. Communication is vital when consolidating change. Since this can seem unjustified when people do not have the elements to clearly see that its benefits outweigh its economic, psychological and social costs. Therefore, each change should be based on a cost / benefit analysis that takes into account all its implications, and should be preceded by sufficient information for the staff. Among those involved in the change there are different levels of stress tolerance that it produces. In any case, exceeding the tolerance threshold can harm the physical and psychological health of individuals. The existence of very well prepared or very intelligent people does not necessarily mean that the group will understand and accept the change better.Sometimes the opposite happens, because the group uses its capacity to rationalize or justify the reasons for its resistance to change.If the manager as promoter of change makes his collaborators actively participate in the process, he will achieve levels of openness and collaboration that are much higher than those What you would get if you only limited to informing them about the background, nature and form of implementation change. Although it is the organizational development manager who initiates the changes, the final results always depend to a great extent on the collaborators and their attitude towards said change.You will achieve levels of openness and collaboration that are much higher than what you would achieve if you only limited to informing them about the background, nature and form of implementation of the change. Although it is the organizational development manager who initiates the changes, the final results always depend greatly measure of the collaborators and their attitude towards said change.You will achieve levels of openness and collaboration that are much higher than what you would achieve if you only limited to informing them about the background, nature and form of implementation of the change. Although it is the organizational development manager who initiates the changes, the final results always depend greatly measure of the collaborators and their attitude towards said change.
INVESTIGATION AND DEVELOPMENT
This measures the modernity of a company, an organization investigates on 4 permanent elements:
- ENVIRONMENT: In order to establish viability. Every environment presents a SWOT: Analysis of Strengths, Opportunities, Weaknesses and Threats, since this changes according to what is presented every day. THE MARKET: It is the place of transactions. It moves emotionally.
It is analyzed from the point of view of 6 variables:
- Supply and demand Macroeconomic aspects Public order The knowledge that people have Legislation. What about gross domestic product.
- THE ORGANIZATION: One truth that is clear is that organizations are not what they claim to be, but what people think they are. That is why you have to look permanently through the competition and look at yourself in extreme situations, ask yourself questions, such as: What would happen if there was a company that does the same as you? What is important in this regard is how the company responds to those extreme situations. INVESTIGATE WHO THE USER IS: Through user databases, as organizations begin to lose customers when they do not know who the user is. Today many companies work with trends that favor development for the customer.
- INVESTIGATE TRENDS: The trend is part of what happens and can continue to happen.
It is developed according to the capabilities of the organization.
BASIC RESEARCH, APPLIED RESEARCH AND TECHNOLOGICAL DEVELOPMENT
Within the innovation process, what is properly considered as (R&D) is usually separated and it is broken down into three classes: basic research, applied research and technological development.
- Basic Research. It includes all those original works that aim to acquire new scientific knowledge about the foundations of observable phenomena and facts. In this type of work properties, structures and relationships are analyzed, and their objective is to formulate hypotheses, theories and laws. Their results are generally not intended to achieve any specific profit objective and are published in specialized magazines. Applied research. It consists of original works that aim to acquire new scientific knowledge but oriented to a specific practical objective. It is closely linked to basic research because it uses possible results from it and studies new methods and means to achieve its specific objective. The results obtained are a range of new products or even a limited number of operations, methods and systems. The results are likely to be patented. Technological development. It covers the use of different scientific knowledge for the production of new materials, devices, procedures, systems or services, or substantial improvements. Carry out systematic work based on existing knowledge, derived from applied research or practical experience. Its first objective is to launch a novelty or a specific improvement to the market. To carry out the tests, tests are carried out with prototypes or in a pilot plant, however today, computer simulation is increasingly used.
It is necessary to order some basic concepts expressed above. The first that we must specify is the invention that consists of "an idea, a sketch or a model for a new or improved device, product or system." The concept of innovation is broader than the previous one as it goes further and does not end until the invention is put on the market. The origin of technologyit is precisely in the invention; Obviously the scientific knowledge can be found at the base of the invention but they are something else. There is a phrase that clarifies all of the above: "you can only discover what already exists, but you can only invent what does not exist", a new machine for example. Science is discovered, machines are invented. Every invention must consist of a problem statement and a resolution.
Although inventions are patented, many of them do not necessarily lead to technological innovations. Invention is the production of new knowledge while innovation is the first commercialization of an invention. The invention does not become an innovation, but it takes the form of a well accepted by the market and widely spread. The agent of invention is the technician or scientist, while the agent of innovation is the entrepreneur.
However, it is not always possible to establish very clear borders between one and the other. Previously, inventions, in order to be applied, had to wait for the technical, economic and social conditions to be favorable to their implementation. In other words, innovation followed invention. Today it is the interest to innovate that motivates the invention, the scheme has been reversed. The invention disappears as an entity differentiated by the importance of the two elements that frame it: the scientific advance that precedes it and the innovation that follows it.
The innovative process
The process that occurs from the production of an invention to placing it on the market has led several authors to build a series of models that range from presenting the process in the simplest way as a linear process, to proposing a model that best reflects the complexity of the innovative process, and which allow us to understand the path followed and the different stages involved in it.
The innovative process is a complex, diversified activity, with many components in interaction, which act as sources of new ideas, making it very difficult to discover the consequences that a new fact can offer.
Innovation classes
The word innovation has a very wide scope. Almost everything fits, from penicillin or the transistor to a small modification in the packaging of a product. In other words, we are putting all the innovations in the same basket, even if they are not of equal importance, when we can differentiate them:
- Main or radical innovations. They are those that suppose a sudden break with respect to the previous state. They produce structural improvements in the results without being in the costs. Incremental innovations. They are formed by improvements in processes or products already known. It is concretized especially in cost reduction.
The Japanese are great diffusers of incremental innovations (Kaizen). However, some think that today they are not enough, the continuous improvement of the 80s is no longer enough. “Crazy times require crazy companies. And most, if not all of the value created by the company, whatever its size or sector, comes from two sources: intelligence and imagination, ”says Tom Peters.
Technological progress in a sector is generated by the transition from radical innovation to a generalized state of incremental innovations. Subsequently, the initial situation characterized by the presence of highly qualified labor, general machinery and concern for the results of the product or process is passed to another where the dominant features of mass production, capital intensity, a less skilled labor, and an overall reduction in costs.
ORGANIZATIONAL CLIMATE
It is made up of the conditions, situations and dynamics that are generated within an organization that, for better or for worse, affect the growth, performance and development of the person or institution.
Organizational climate is also “the receptive measure of organizational attributes. It is the relatively lasting state of the internal environment of an organization and which is experienced by its members, influences the behavior of those who make it up and can be described in terms of perceptions of a certain group of characteristics of the organization ”(Maria Elena Mendoza Fung, 2000, UPB).
The climate of an organization must facilitate the realization of the person (employees) as an unrepeatable individual, original subject, dynamic cause of self, capable of asserting itself with autonomy, with rights and with individual and social responsibilities. To strive for a scenario where personal fulfillment makes possible the realization of the company. Where employees see the organization as part of them, their world, their history. That their experiences are linked to that institution, we are talking about a climate that, although it is true, must promote the growth and development of the organization, it also favors the growth of the person who is the object and ultimate goal of the institutions.
A good climate organizations goes beyond the good physical conditions in the workplace; for it encompasses emotional, spiritual, moral aspects.
The holistic concept of health and well-being, where health is not only the absence of pain, but is the general state of well-being of the person. Physical, spiritual, moral and emotional. There can be no good organizational climate, if the individual is morally ill, if the person is excluded, stigmatized, is undervalued. There can be no good organizational climate for an individual who violates his religious foundations, while, on a daily basis, he makes a significant contribution to the company. There can be no organizational climate in a scenario where the person does not see possible a world of achievements in accordance with their expectations of existence (understood in the healthy criteria of rationality)
ORGANIZATIONAL CLIMATE SCALES *
| Name on the Scale | Description |
| 1. Unlinking | Describe a group that acts mechanically; a group that is "unrelated" to the task at hand. |
| 2. Obstacle | It refers to the feeling that members have that they are burdened with routine duties and other requirements that are considered useless. His work is not being facilitated. |
| 3. Esprit | It is a dimension of work spirit. Members feel that their social needs are being met and at the same time they are enjoying the feeling of the task accomplished. |
| 4. Privacy | Workers enjoy friendly social relationships. This is a dimension of satisfaction of social needs, not necessarily associated with the completion of the task. |
| 5. Withdrawal | It refers to administrative behavior characterized as formal and impersonal. It describes an "emotional" distance between the boss and his collaborators. |
| 6. Emphasis on production | Refers to administrative behavior characterized by close supervision. Management is highly directive, insensitive to feedback. |
| 7. Push | It refers to administrative behavior characterized by efforts to "make the organization move", and to motivate by example. Behavior is task-oriented and deserves favorable opinion from members. |
| 8. Consideration | This behavior is characterized by the inclination to treat the members as human beings and to do something for them in human terms. |
| 9. Structure | The workers' opinions about the limitations that exist in the group refer to how many rules, regulations and procedures there are; Do you insist on paperwork »and regular conduct, or is there an open and informal atmosphere? |
| 10. Responsibility | The feeling of each being his own boss; not having to be consulting all your decisions; When you have a job to do, know what your job is. |
| 11. Reward | The feeling that you are rewarded for doing your job well; emphasis on positive recognition rather than sanctions. Equity is perceived in the pay and promotion policies. |
| 12. Risk | The sense of risk and incitement in the trade and in the organization; Do you insist on taking calculated risks or is it better not to risk anything? |
| 13. Cordiality | The general feeling of camaraderie that prevails in the atmosphere of the working group; the emphasis on what each one wants; the permanence of friendly and informal social groups. |
| 14. Support | The perceived help of managers and other group employees; emphasis on mutual support, from above and below. |
| 15. Standards | The perceived importance of implicit and explicit goals and performance standards; the emphasis on doing a good job; the encouragement that personal and group goals represent. |
| 16. Conflict | The feeling that managers and collaborators want to hear different opinions; the emphasis on the problems coming to light and not being hidden or hidden. |
| 17. Identity | The feeling that one belongs to the company and is a valuable member of a team; the importance attached to that spirit. |
| 18. Conflict and inconsistency | The extent to which the policies, procedures, enforcement rules, and instructions are inconsistent or not uniformly applied. |
| 19. Formalization | The degree to which the normal practice policies and responsibilities of each position are explicitly formalized. |
| 20. Adequacy of planning | The degree to which the plans are seen as adequate to achieve the objectives of the job. |
| 21. Selection based on capacity and performance | The degree to which selection criteria are based on ability and performance, rather than politics, personality, or academic degrees. |
| 22. Tolerance for mistakes | The degree to which errors are handled in a supportive and learning way, rather than in a threatening, punitive, or blame-inclined way. |
* Walters, Halpin and Crofts, Litwin and Stringer, and other researchers.
ORGANIZATIONAL CULTURE
Culture is the customary or traditional way of thinking and doing things, shared to a greater or lesser extent by the members of the organization, and that all incoming members have to learn and accept in order to be accepted as company servers.
Culture is an integrated set of behavior guidelines that compromise our way of relating and our way of doing things. That it is proper to a social group, that is learned within the group and transmitted to future generations.
Culture is also defined as the belief system that man has to understand the world, that belief system is determined through 6 points:
Mythology: It is what man claims to be, without being able to verify. These include social, religious, ration, national, and regional myths. Collective imaginaries are often created from these myths.
The way of speaking: The way of speaking says a lot about people, regarding their training, projection. In the way of speaking, it is sometimes possible to read the origin of the person, his personality, among other aspects.
Food: Man is what he eats and how he eats it, this determines customs.
Wardrobe: Here we define how conservative or liberal the person is in behavioral and behavioral terms.
Housing: From there it is determined which is the construction that makes a culture of its world.
Socialization that people have: It is the way they communicate everyday things, where they communicate them, at home, in the family, on the street, on street corners, at work.
Culture can be approached from two aspects:
OBJECTIVE CULTURE: Refers to the history of the company, its founders and heroes, monuments and exploits, rites, ceremonies, artifacts, colors, symbols, architecture, signs, institutions.
SUBJECTIVE CULTURE: It is given by:
- Shared assumptions - how we think here Shared values - What we believe here Shared meanings - how we interpret things Shared understandings - how things are done here Shared corporate image - how they see us
Other authors consider culture as “a set of values and beliefs commonly accepted, consciously or unconsciously, by the members of a cultural system. And a cultural system is one that is integrated by the set of values and beliefs shared by the people who belong to it, and by the multiple ways that these values and beliefs are manifested. ”(Maria Elena Mendoza Fung).
But what are beliefs? They are all those propositions or ideas recognized as true by the members of a cultural system, regardless of their objective validity. What people accept as true.
Absolute uniformity in beliefs has not been achieved, but ideas shared by the majority of its members will be the ones that dominate their culture and give it the distinctive stamp.
Values are the ideals that are shared and accepted, explicitly or implicitly, the members of a cultural system and therefore influence their behavior. They refer to desirable patterns of individual and collective behavior, providing parameters that determine which behaviors should be rewarded, and which should be punished. In the cultural system we have that culture is constituted by the values and beliefs of the people who are part of it, and a set of cultural manifestations.
Cultural manifestations are the expressions or products of a cultural system that reflect the beliefs and basic values of its members.
Cultural manifestations are classified as follows:
Conceptual-symbolic manifestations: They are all the ways in which it is intended to explain or represent, objectively or subjectively, man, the world, the supersensitive, and the relationships that are generated between them. Ideology, philosophy, science, art, myth, and religion fall into this category.
Behavioral manifestations: They are the behavior and interaction guidelines of the members of the cultural system.
Structural manifestations: They are those that occur directly and are intended to ensure compliance with the objectives of the cultural system. They include the normative framework, the relations of production, the power structure, the forms of operation and the social structure.
Material manifestations: They comprise all the economic, physical and technological resources necessary for the productivity and well-being of the members of the cultural system.
When culture and cultural manifestations come into action, a feedback dynamic emerges, since culture is reflected in cultural manifestations and cultural manifestations in turn nurture and enrich culture.
Strengthening culture and especially academic culture is important in an organization, since this is a superculture that respects all subcultures and allows a rational discussion of problems and the application of intelligence and knowledge to solve conflicts. For its part, this culture presents guidelines for behavior that respond to:
- A scientific model Measurement culture Conceives theories as provisional hypotheses tested by time. A good theory is one that stays long enough to lead to a better theory.
ORGANIZATIONAL DEVELOPMENT AND MARKETING
Organizational development touches a core aspect of the organization namely Marketing. For organizational development, marketing is not a task of a department in the organization, it is an institutional style of action. The organization is understood then as a gear of individuals all focused on marketing, everyone listens, everyone thinks, everyone talks, everyone sees, everyone sells in everything they do.
For companies that promote a development in their marketing area, it is advisable not to present to the different audiences of the organization, the customary Offices of Complaints and Claims, since it gives the feeling of a company, to which it is necessary to demand very Often due to its failures and little progress in the excellence and quality of its products and services. It would be better to talk about a Customer Relations Center or a Customer Service Center.
Marketing as a system has dimensions:
- Ideology: It has to do with the business philosophy. Marketing depends on the focus of the business owner is:
Philosophy is the strategic framework of the business
The strategic vision of the business
Organizational culture becomes part of philosophy
- Thought: Strategic marketing. He is the one who thinks, detects the business possibilities, he is the one who defines which market segment we are going to target, detects potential areas of the market for the business, promptly evaluates the client. Think before you sell. Action. It corresponds to operational marketing. It is the strategic marketing show, it is the advertising show, the point of sale show, the packaging, price, advertising and promotion.
Marketing advocates a culture of competitiveness, this is the first thing that the company must ensure. In this sense, it is worth mentioning 14 principles of competitiveness, namely:
- Ability to anticipate: the competition, customer expectations.Adaptation capacity - external adaptabilityInternal flexibility: Internal adaptability, internal adaptation capacity.Integral management: Leadership and ethics, management management and the management team. Change management How (integral) total business Clarity in the market segmentation strategy Efficiency and productivity Efficiency Processes clearly installed and incorporated in the business Organizational culture of values Fluent and shared communication in all areas Qualified and qualified human talent
In marketing we understand that in the company the value network is integrated by the integral service, the point of origin of the value chain of a company is the customer.
The organization we call a company has:
Your inner world and your outer world. In the dynamics generated by operating these two worlds, the organization is called to generate an emerging behavior that fosters added value to the client and margin value to the company.
To address the internal world of the organization we will talk about the back office and for external processes we will talk about the front office.
All processes creating customer value and margin for the company are generated in the sum of the back office and the front office.
The back office is what the customer does not see, and the front office is what the customer sees.
What does the customer not see? Back Office
- Procurement management Manufacturing management (processes) Technology management Human management Cost and financial management Managerial and administrative management
In the internal world of the organization we understand that competitiveness is generated from within.
What does the customer see? Front office
- Products and brandsPricesMarketers - sellersCommunicationServices (after sales)
Customer Front Triangle
Total quality: It is agreed Quality: This is where the user agrees with the user what he needs, three basic tasks that are handled with the supplier, counter delivery delivery, this is in order that no returns are presented, more information clear about what else the provider does in order to try other alternatives. The supplier is informed of all the activities of the company in order to make a proposal.
THE MANAGER OF ORGANIZATIONAL DEVELOPMENT
We live in times of rapid change and imperative adaptation, we have organizations facing a scenario where it is up to them to survive, grow and be competitive, the way they respond to these three aspects will determine if the Darwinian reality organization in its essence and existence can succeed in the course weather.
Fortune magazine predicts that many of the companies that appear on its Fortune 500 list today will no longer be on its list in 2010 because they will have been absorbed, merged or have left the market. Why are companies that have had great successes stagnant every day, reduced to the deterioration and decline of their projections? Why companies that were thought to emerge graceful from the storm today lie in the depths of the ocean, shipwrecked without being able to survive, even like Robinson Crusoe (Daniel Defoee) in extreme conditions of difficulties? Why do some companies barely manage to survive, but do not grow and much less are they competitive? But why others, even with the frequent and sudden changes in offshore winds,When storms rage and the turbulent business world plagues you, do you still manage to float, grow, and be competitive?
Answering these questions leads us as a reference to organizational development. In which it is provided by an organization that learns as a system and can have a distinctive stamp of doing things with excellence from its own processes. DO strives for continual improvement, effectiveness in functioning, and responding to ongoing change in events. From this statement arises the proposal of an Executive who is part of the executive board of the organization in charge of directing the organizational development system. The Organizational Development Manager (Executive).
DO manager
He is a professional who knows the philosophy of the company, has a vision of the future, a passion for learning. This executive has: A comprehensive organizational now how, an extraordinary ability to lead processes, a great ability to transfer knowledge, an extraordinary ability to integrate people. All of the above looking for continuous improvement and excellence that allows them to proactively respond to changes in the environment and be competitive.
The organization must have an Organizational Development Manager or Executive who points the way, from the internal world of the organization, coordinates and creates new processes, implements actions to guarantee that the company can survive, grow and be competitive. He must plan, implement, and implement the organizational development system in the company.
The DO manager is an executive who manages synchronization of processes aimed at the growth, advancement and development of the organization; he manages the 5 knowledge of an organization.
5 knowledge of an Organization
Organizational development should not be managed by external consultancy, it should be an action from senior management to direct the destinations of the organization that intends to be in force over time. It must involve the entire organization by involving it in a learning culture, generating its own processes from its institutional framework that allow them to grow, generating added value for the internal client (employees) and the external client (users and buyers) and presenting a company that It generates permanent value margin, and that it is renewed from its learning, feedback and continuous improvement. Continual improvement seeks for the company to create early responses to environmental situations. Productivity is the virtue of Organizational Development.
ORGANIZATIONAL DEVELOPMENT SYSTEM
Organizational Development System
ORGANIZATIONAL DEVELOPMENT AND CRISIS
What is the crisis?
For the writer Álvaro Marín Hoyos, crises are “the breaking point between old and new things. It is the breaking into a thousand pieces of daily harmony, of the current balance of forces. It is the transition between rest and turbulence. There is only harmony before and after the crisis. Never during them ”(Marín Hoyos, 2002).
Crises are not bad in themselves, but they are painful and unpleasant.
When dealing with the crisis, it is necessary to take into account that:
- Sooner or later your company will go into crisis. Crises hatch during bonanzas. Every crisis is relatively fleeting. Every crisis be self-feeding, be self-accelerating and metastasize. It worsens, alone, but it does not resolve itself. Any crisis that does not annihilate the manager and the company makes them grow. Managers tend to lose control of the crisis. The person responsible for the crisis and its solution is the manager. The last one who accepts the crisis is the manager, as long as he does not accept it, he is part of the problem. The crisis is always deeper than the manager believes. There is no crisis without solution. The solution to the crisis is always less traumatic than What the manager imagines. The solution to the crisis has costs that someone has to pay. The crisis is not solved by working more. Every crisis should have been faced several years ago.
The crisis is a phenomenon that sooner or later will make a presence at the door of our organization, organizational development is the anticipated response to this phenomenon, so that when the turbulence arrives the DO manager has developed a system that allows him to weather the storm Well, that's what management is all about, it is the discipline that implements mechanisms, creates emerging behaviors to reestablish the equilibrium lost in the system.
There is a permanent threat to the existence of the company in a turbulent world, where accelerated changes change the balance in instability, generating crises in organizations. The organizational development system is called to anticipate these situations, learn from them when present, generate their processes from experience, create a reading culture of the environment to decipher the codes issued by contemporary society. The company is called through its organizational development processes to see opportunities in crises and derive strengths.
The organization is a complex entity and the crisis that follows may be a seasonal crisis, manageable in the short term. Or a survival crisis, in which the company may be in a viable or unfeasible situation, in the first case, it is possible to save the company with responses from the institutionality presented by management according to its organizational development system. How responsive is the organization to new phenomena? How will it face them? When will it face them? These are questions that are relevant in this regard. It is the response capacity, the quality of the response, the how and when it responds, that determines how the company will fare in the dynamics subsequent to the crisis.
INDIVIDUALS IN THE ORGANIZATION
When thinking about the individual pillar and essence of organizations, it is necessary to start from the fundamental premise: The human being is an eminently complex entity. This complexity creates an imperative in the organization, so that it cannot be removed from the needs and interests of the individuals that comprise it.
Man is a biological, psychological and eminently social being, with a series of needs that claim to be satisfied, in order for the individual to achieve fulfillment in life; According to the scholar of the subject Abraham Maslow, the basic needs that man must satisfy are five, namely:
Physiological needs. They comprise hunger, thirst, shelter, sex, and other bodily needs.
Security needs. It includes security and protection against physical and emotional damage.
Need for love. It encompasses affection, belonging, acceptance and friendship.
Need for esteem. It includes internal estimation factors such as self-respect, autonomy and achievement, and it also includes esteem factors such as status, recognition and attention.
Need for self-actualization. It is represented by the drive to become what can be, it includes growth, realization of one's potential and self-realization.
Since each person constitutes a different reality from the others, these needs are not always satisfied in the same way in all individuals, but they are indisputably present in every human being. The satisfaction of most of these needs depends on external agents, which is why in man he establishes social relations with the environment that surrounds him, and with which he will have to interact daily.
The process of socialization in men begins at an early age, and does not stop until men die. Depending on how this process of socialization throughout life is, it will be easier or more difficult for man to adapt to any environment in which he must operate throughout his existence, which undoubtedly includes organizations that are not other which (according to Chester I. Bernard) "a system of consciously coordinated activities or forces of two or more people". In the conscious coordination aspect of this definition, four denominators common to all organizations are incorporated: the coordination of efforts, a common objective, the division of labor and a hierarchy of authority. What they generally call organization structure.
Conceptualization of aspects concerning the human element
In order to better understand the relationships that can be generated between the person and the organization, it is necessary to conceptualize some terms that are involved, such as:
Organizational Behavior: is the study and application of knowledge related to the way in which people act within organizations. The key elements in organizational behavior are people, structure, technology, and the external environment in which it operates.
People: They constitute the internal social system of the organization, which is made up of individuals and groups, both large and small. People are the living, thinking, and feeling beings that created the organization, and the organization exists to achieve its goals. Organizations exist to serve people and not it to serve organizations.
Structure: The structure defines the official relationships of people within organizations. Different jobs are needed to run all the activities in an organization so there are managers and employees, accountants, assemblers, etc. All of them must be related in a structural way for their work to be effective.
Technology: Technology provides the resources with which people work and influence the task they perform. The resulting technology has a positive influence on work relationships.
Medium: all organizations operate in a certain external environment. An organization does not exist by itself, but is part of a larger system that comprises multiple other elements. The medium must always be taken into account when studying human behavior in organizations.
As it can be observed, when speaking of the person in the organization, a series of elements that are implicit in the subject must be present, but it is not only these that have just been defined, as it was pointed out at the beginning, the man has a series of needs that you want to satisfy and in many opportunities that satisfaction is obtained in the work environment where you work, in the organization, but not all people satisfy their needs in the same way, nor is there a magic wand or simple formulas, because each individual has an emotional charge and different experiences. Human behavior within organizations is essential because it originates from needs and value systems deeply rooted in people. There are no simple or practical formulas for working with people,There is neither an ideal nor a unique solution to the problems of organizations. All that can be done is to increase the understanding and existing capacities to raise the level of human relations at work.
Organizational behavior occurs in a complex social system, employee behavior will depend largely on the interaction of personal characteristics and the environment that surrounds it, part of that environment is social culture, which provides broad clues that determine how It will be in the person's behavior in a certain environment.
But in the work environment there are other factors that can determine how individual and collective behavior will be, the organizational culture that is also often called the atmosphere or organizational environment and is the set of values, beliefs, assumptions and norms that its members share. Create the human environment in which employees carry out their work.
No organization is equal to another, each one has its own history, norms, communication patterns, systems and procedures, structure, all of which constitutes its culture.
Organizations succeed or fail depending on whether certain processes are developed or not and people adapt to their standards, identify with their objectives and manage through the organization to meet some of their needs, but for this to happen at the forefront of the There must also be people capable of achieving in the individual a positive attitude, a sense of belonging, a motivation towards work and a real commitment to the organization, it sounds very easy but the task requires that a manager with a participatory, democratic leadership style that inspires teamwork.
Not all managers are leaders, nor are all leaders managers, nor is there a single unique style of effective leadership in and of itself, but a good manager must necessarily be a leader capable of influencing the behaviors of his collaborators and guiding them towards achievement. of the organization's objectives.
There is an important characteristic that must be present not only in the people who are in charge of running an organization, but in every person to achieve the goals and objectives that are set in life and it is emotional intelligence, this term is widely used in recent times it is nothing more than using our emotions intelligently. In a certain sense we have two brains, two minds and two different kinds of intelligence: rational and emotional, our performance in life is conditioned by both; What matters is not only IQ, but also emotional intelligence.
Emotional aptitude is a meta skill and determines how well we can use any other talent, including pure intellect. Academic intelligence offers virtually no preparation for the upheavals or opportunities that life brings.
Emotional intelligence in people brings with it a series of skills such as being able to motivate and persist in the face of disappointment; Control impulse and delay gratification, control mood, and prevent disorders from diminishing thinking ability; show empathy and hope.
Emotionally skilled people, those who know and manage their own feelings well, and effectively interpret and confront the feelings of others, have advantages in any aspect of life, be it in love relationships or choosing the unspoken rules that they govern success in organizational politics.
People with well-developed emotional skills are also more likely to feel satisfied and effective in their lives, and to master mental habits that favor their own productivity; People who cannot put a certain order in their emotional lives are fighting internal battles that sabotage their ability to focus on work and think clearly.
Emotional intelligence is the ability to understand others: what motivates them, how they operate, how to work cooperatively with them, is the ability to discern and respond appropriately to the humor, temperament, motivations and desires of others, is the key to self-knowledge, access to one's feelings and the ability to distinguish and use them to guide behavior.
As can be concluded from the aforementioned, emotional intelligence becomes a fundamental element that must be present in every individual, it must be developed from an early age in order to make better decisions in life and maintain throughout their life. The best relationships exist in the world around you, of course including the organizations in which you must be present.
Dean Tvosjold said, "Perhaps the most irrational assumption we can make is to assume that people should behave rationally and not emotionally."
In an organization, in any company, in any industry, one can buy the employee's time; you can buy your material presence in a certain place; You can even buy a certain number of muscle movements per hour. But your enthusiasm cannot be bought, your loyalty cannot be bought, the devotion of your heart cannot be bought. These things must be earned.
The person in the organization becomes the most important element of it, so it requires treatment not as a machine or another element of it, but as a human being with unique needs, interests, experiences, which they must be taken into account to produce the motivations necessary to achieve the objectives.
An organization is not such if it does not have the competition of people committed to the objectives, for this to happen it is essential to take into account the environment in which all relationships, norms and behavior patterns are going to develop, what is It becomes the culture of that organization, becoming a productive, efficient or unproductive and inefficient organization depending on the relationships that are established between the elements of the organization from the beginning.
CONCLUSION
The DO is the gear of the institution and the advanced organizational strategy in order to deal with everyday scenarios or those that are unpredictable, the DO creates processes from the institutional experience to proactively face the next scenario. Finally, the DO is the one who connects the past of the organization with the future, maintaining the balance of the organization while it changes. It is the hand with which the company greets future scenarios and tells them that whatever the circumstance, there are generative learning processes and a flexible structure to assimilate change and capitalize on opportunities to catapult the company towards growth and competitiveness.
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