Management:
Management is the process undertaken by one or more people to coordinate the work activities of other people in order to achieve high-quality results and therefore differs from simple administration.
Environments faced by managers
See graph:
Quality:
It is the totality of the features and characteristics of a product or service that refer to its ability to satisfy expressed or implicit needs.
Competitiveness:
It is the extent to which a company, under free and fair market conditions, is capable of producing goods and services that can successfully pass the test of international markets while maintaining and increasing the real income of its employees with social responsibility.
Strategy:
It is what is conceived in the thought of a manager that is projected in a multidimensional way to provide direction, a sense of unity and purpose to the company.
It is like an inclusive master plan that guides an organization that does not want to move forward blindfolded.
The strategy gives rise to the plans that guarantee compliance with Productivity With Quality, which lead to the achievement of a sustainable competitive advantage over competitors and aims to achieve a match between the external environment of the company and its internal capabilities.
Motivation:
A set of forces that originate the behavior and determine its form, direction, intensity and duration, which can originate in the person himself sponsored by his close MANAGERS and guided by the efficiency of his COACH.
Qualities of successful managers
- They offer clear direction, objectives, participation and delegation They stimulate open communication, create an atmosphere of frankness They prepare and support their staff, they will stand up for their collaborators They give objective recognition, rewards for performance They monitor on the go, provide feedback their employees Stimulate innovation and new ideas Make clear decisions Maintain a high level of integrity, earn respect
Training and skills development:
Process to promote and increase the skills required for the job, through the following steps: planning, coordination, execution, immediate and mediate evaluation.
Currently it is tried not to train individualistic people but with an attitude of team spirit and with capacities that develop them as polyvalent.
Trainers skills:
- They make good use of the educational communication media They look for rehearsal and practice They investigate results of the application of what they have learned They observe new behaviors of people They evaluate performance in the job They have grammatical and writing quality They use the screen for messages and as a means of instruction They trust in the development of the potential of their trainees. They lead the way of KNOWING, KNOWING TO DO and BEING.
Selection of human talent:
Personnel selection process whose competency profile is the closest to the requirements of the organization and the position to be filled.
The following steps are taken:
- Recruitment of personnel approved by the principals Recruitment by internal and external sources Interviews: initial and deep. Technical, psychological and medical evaluations Validation of annexed documentation-Decision making- Hiring- Induction to the organization and the position Periodic evaluation up to 90 days for its confirmation The attitude is detected by the interview Internal aspects are evaluated by the tests A commission or committee You can unify results for selection.
Mission:
The Missions of each area should respond to strengthen the Business Mission to give an idea of integration of the subsystems towards something guiding.
Induction:
Worker-company familiarization program, with their tasks, responsibilities, interdepartmental contacts and skills to be developed. It can be started with the Function Manual, and tutored by an experienced colleague.
The Human Resources department coordinates the general plan and monitors the fulfillment of responsibilities by areas.
Performance evaluation:
It is a system of appraisal of the development of the individual in the position and his development potential that must be done permanently and not only in the time of trial.
It tends to a Performance Feedback gathering evidence that gives a global vision, of its peers, collaborators, clients, suppliers and its immediate boss.
If they are made individual, they must be based on job analysis, general indicators for the company and specific to the position.
Its usefulness is the review of reasons for aspects that can be improved to make organizational behavior more competent.
Leadership:
Process of influencing people based on everyone's participation. Your greatest strength is emotional intelligence.
Self-leadership:
It is a philosophy that injects a manager whose task involves a systematic set of behavioral and cognitive strategies that lead to better performance and effectiveness.
It encourages workers to develop their own work priorities that are consistent with the organization's goals.
The primary vehicle that managers use to stimulate self-leadership is Role Modeling, a process by which they exhibit behaviors that they expect employees to imitate.
The manager sets his goal and the employees know it, the manager acts and his work conduct will be the example; the employee will perceive a link between this behavior and the achievement of positive results that improves Performance and Efficiency.
Self-management:
It favors the achievement of Efficiency and Excellence with the use of work strategies by which daily activities are controlled in order to fully achieve the objectives of the organization.
This commitment of the worker is made possible by the Assignment or Delegation of Authority that endows the staff through the Experience of doing something more and better, with the skills, tools, information, authority and responsibility, making them more human, competent and productive.
The worker has been allowed to develop his mental and emotional potential.
Organizational conduct:
That the behavior generates the satisfaction of both the objectives of the individual and those of the organization, that both feel that they have complied with the process of Effectiveness, Efficiency and Excellence.
Personnel dissatisfied in their work feel pressures, they do not feel the presence of a leader, or of managers, or of the role of a coach, they believe that the organization is more interested in them as factors of production than as people; When these feelings begin to prevail, the organizational climate changes and conflicts begin to manifest.
Beware of the organization iceberg:
Visible Aspects are oriented to structural aspects
- Hierarchy Financial resources Organizational image Organizational objectives Personnel expertise and capacity Technological status Performance standards
Hidden Aspects are associated with behavioral considerations
- AttitudesFeelingsValues-NormsHuman Interaction and IntegrationSupportSatisfaction
Bases for a healthy, competent and productive organization:
- Diagnose leadership styles and characteristics of managers. Promote the nobility of the coach Acquire abilities to solve and criticize problems Make decisions according to the importance and urgency of the issues Improve their communications and develop their teamwork skills Encourage the group to identify and diagnose the barriers that hinder the effectiveness of the work group, to determine the form of collaboration, to establish improvement programs and self-management. To develop a more intimate integration, making each group analyze what an ideal relationship should be, sharing with the other groups. senior management a well-defined chart of necessary changes Implement strategies for change and monitor progress.Make systematic criticisms of all phases Evaluate the change process to modify or redesign it.
