This work starts by identifying the problems of the government of the national universities; and then propose the principles of Good Corporate Governance as the solution for the administrative and academic effectiveness of national universities.
Currently, it is no secret to anyone that there is a deficiency in the institutional management of national universities, at least that is what the components of the university community perceive. These deficiencies are academic and administrative in nature.
The university community presumes that the University Assembly, the University Council and the Faculty Councils are not directed in a way that satisfies the interest of all; Generally, management is the opposite of effective management that is of total benefit to its workers and students.
principles-good-corporate-governance-national-universities-peruThis panorama is increased when we determine that the institutional administration is not aimed at making the effective management of public funds viable, in accordance with the provisions of the legal system, promoting the proper functioning of its constituent systems, according to the economic policy measures established in accordance with the Fiscal Responsibility and Transparency Law and the Multiannual Macroeconomic framework.
In this context, we determine that the national universities have done almost nothing so that the Framework Law of the Financial Administration of the Public Sector facilitates the modernization, integral and efficient management of the processes related to the collection and use of public funds, as well as the registration and presentation of the corresponding information in terms that contribute to the fulfillment of the duties and functions of the university in a context of responsibility, transparency, legality, efficiency and effectiveness.
As a consequence of these situations, we find that national universities are directed and controlled in a way that does not necessarily have an adequate perception by the university community and by the community in general.
The form of government does not reflect the adequate power relations between the university community, the University Assembly, the University Council, the Rector and the different interest groups or stakeholders.
Likewise, it has not been possible to identify minimum standards that have been adopted by national universities.
In the national universities it has not been possible to identify a correct management, recognition of the right of the university community, definition and fulfillment of the responsibilities on the part of the Assembly and the Rector. Neither is there an adequate flow of information and lack of recognition of relationships with other stakeholders.
MAIN PROBLEM:
In what way can the principles of good corporate governance facilitate adequate management, recognition of rights, definition of responsibilities, fluidity of information and the establishment of relationships with stakeholders in national universities?
SECONDARY PROBLEMS:
- Is it possible that the recognition of rights and the establishment of adequate relationships with stakeholders will be the facilitators of good corporate governance of national universities? The definition of the responsibilities of the management and the flow of information can contribute to the good corporate governance of national universities?
THEORETICAL FRAMEWORK
NATIONAL UNIVERSITIES
National universities are autonomous educational entities, of communal origin, at the service of the country, made up of authorities, officials, workers, teachers, students and graduates dedicated to study and research, to the creation and application of science and technology, teaching, transmission and dissemination. of knowledge for the formation of humanists, scientists, researchers and professionals.
National universities are created by Law. They are governed by the Political Constitution of Peru, by the University Law, its Statute and its Regulations.
National universities carry out their functions on the basis of principles.
National universities, like all government entities, have their vision, mission, objectives, activities and functions established within the framework of government strategic planning, but not within the framework of Good Corporate Governance.
INFRASTRUCTURE OF NATIONAL UNIVERSITIES
Set of elements or services that are considered necessary for the operation of national universities. The elements are made up of land, academic premises, administrative premises, machinery and equipment, transport units, furniture and fixtures, and other miscellaneous equipment necessary for the operation of the universities. As for services, it refers to the processes and procedures of the services provided by national universities; such as, admission income, academic process, graduation process, degree process; payment system, collection system, etc.
According to the Encarta® Encyclopedia 2005, one can also talk about social and economic infrastructure. In this sense, the social infrastructure includes the way in which the people of the universities are organized; that is, in authorities, officials, teachers, non-teaching workers, students, graduates, graduates.
As for economic infrastructure, it refers to the way in which national universities structure their sources of financing and investments so that these entities can function.
ORGANIZATION OF NATIONAL UNIVERSITIES
National universities are dedicated to the study, research, education and dissemination of knowledge and culture and its social extension and projection.
National universities have academic, regulatory, administrative and economic autonomy within the Law. The University Law establishes its purposes, academic and administrative regime, the studies and degrees it grants, the type of administration that they must apply and other aspects related to their exercise.
National universities have governing bodies: University Assembly, University Council and Faculty Council. The University Community is also part of the organization: Professors, students, graduates and graduates.
The University Assembly is the highest governing body of the university, it works in plenary session. It meets in ordinary and extraordinary sessions, its members and guests to the sessions are established by the Statute and the Internal Regulations of the University Assembly, respectively. It is chaired by the Rector, in his absence he is replaced by the Academic Vice-Rector, Administrative Vice-Rector or by the oldest main professor in the teaching member of the Assembly.
The University Council is the governing, promotion and execution body of the university. The University Council is chaired by the Rector, in his absence, by priority, the academic vice-rector and, in his absence, by the Administrative Vice-rector.
The Faculty Council is the governing body of the faculty, in charge of establishing the policies and rules of academic management - internal administrative, in accordance with the general policies agreed by the University Council and by the University Assembly.
The academic regime of national universities includes: the admission process, the enrollment process, the evaluation process, the study vacation cycle, pre-professional and internship practices, degrees and titles, and the academic guidance and tutoring system. and personal.
MANAGEMENT OF NATIONAL UNIVERSITIES
Universities organize their management regime in accordance with the University Law, Statute, Internal Regulations and other related regulations.
Management is exercised by the University Assembly, the University Council, the Rector, the Faculty Council and the Deans.
For each component, the Law establishes its composition and powers.
Each university organizes and establishes its academic regime by Faculties according to their characteristics and needs.
The universities have academic, administrative and advisory services and offices, the organization of which is determined by their Statutes, guaranteeing their rationalization and efficiency. They are in charge of officials appointed by the University Council or proposed by the Rector.
The national community financially supports the national universities, which should correspond to this effort with the quality of their academic services.
The economic resources of the national universities come from Public Treasury Assignments, income from special laws and directly collected resources.
SOCIAL PROJECTION ACTIVITIES
Universities develop, according to their infrastructure, different activities of social projection.
The production of goods and the provision of services is provided through the powers that have the infrastructure for these purposes.
On the other hand, university extension and projection, within the context of educational activity in favor of society, organizes non-school professional events, which may or may not be free and lead to certification or not, in favor of non-students regular universities. In this sense, it organizes activities of a professional nature, studies and cultural, scientific and technological dissemination. The university extension and projection encompasses relations with social, cultural and economic institutions, the media and professional services. The extension and social projection activities are carried out through the University Extension and Social Projection Center and its dependencies. Coordinate actions with faculties, institutes and university centers.
CONTROL OF NATIONAL UNIVERSITIES
National universities are subject to the National Control System, due to the condition of being State entities.
The University Law establishes that the National Assembly of Rectors can order the practice of audits aimed at ensuring the correct use of university resources. Within six months of the end of a budget period, national universities report the exercise to the Comptroller General of the Republic, inform Congress and publish the respective balance free in the Official Gazette
The Institutional Control body is in charge of evaluating the Control System of national universities. This agency depends administratively and functionally on the Comptroller General of the Republic.
GOOD CORPORATE GOVERNANCE
Adapting the opinion of Chiavenato (2000), Good Corporate Governance, is the art or way of governing that aims to achieve lasting institutional development (academic, financial, economic and social), promoting a healthy balance between the University, the University Community and the market.
National universities must establish the guidelines that guide the actions of their dependencies, towards the search for effectiveness, efficiency and economy in their operations within the framework of an adequate structure of internal control and administrative probity that facilitate Good Corporate Governance.
The treatment of Corporate Governance begins in the United States with the purpose of protecting the interests of the shareholders of the companies.
Financial fraud in the United States and other countries has been only one factor in the origin of Good Corporate Governance, there are other elements that have given this type of government, such as:
Developed markets: The development of capital markets, new financial instruments and the demand for greater transparency in information.
The Globalization: Companies with operations in many countries, emerging markets and increased risk for expectations of higher returns.
The complexity of investments, individual, corporate and large institutional investors.
The financial frauds such as Enron, WorldCom, PARMALET and others.
The Good Corporate Governance Standards come from the following entities:
- OECD = Organization for International Economic Cooperation and Development, April 1999. SARBANES - OXLEY USA, July 2002. Principles of Good Governance for Peruvian Societies (Committee chaired by CONSASEV, and made up of the MEF, SBS, BVL, ASBANC, CONFIEP, PRO-CAPITALES AND MAC & F), July 2002.
PRINCIPLES OF GOOD CORPORATE GOVERNANCE
According to Gonzáles (2005), Corporate governance can be defined simply as the system through which entities are directed and controlled.
With corporate governance, entities strengthen their image and transparency towards the interior and exterior (market).
Good Corporate Governance is not just a concept, it is a reality that allows a perception of greater value of the entity before the internal and environment, which can translate into lower costs and expenses due to the trust of the various agents. In short, it is a competitive advantage.
According to Caipo (2005), Corporate Governance is the way in which entities are directed and controlled and reflects the power relations between the different interest groups (stakeholders), in the case of national universities, the University Assembly, the University Council, the Rector and other participants; However, Good Corporate Governance is the set of minimum standards adopted by an entity whose purpose is to have proper management, recognize the rights of stakeholders, define responsibilities of the General Assembly, ensure the fluidity of information and Recognize relationships with other stakeholders.
According to Caipo, all entities have corporate governance, but only entities that have effectively implemented principles of good governance have become competitive.
The principles of good governance for Peruvian entities are inspired by the corporate governance principles of the OECD, of 1999, the same that in 2004 have been revised to have a greater effect on the good governance of entities.
The principles of Good Governance for Peruvian entities are 71 and are grouped into six Titles:
Title I: The rights of the shareholders, in the case of national universities, would be the university community.
Title II: Equitable treatment of shareholders, in the case of national universities, would be the university community.
Title III: The role of interest groups in the governance of entities.
Title IV: Communication and informative transparency.
Title V: The responsibility of the Directory, in the case of national universities, the University assembly.
Title VI: Companies not registered in the Public Registry of the Stock Market (RPMV), in the case of national universities, it would refer to new universities that do not have the significance of the large and old ones.
GOOD CORPORATE GOVERNANCE PROCESS
The process of good corporate governance in universities must include the modification of the behavior of the staff in their emotional attitudes to carry out their functions, the modification of traditional management by corporate and synergistic management by those responsible for the government of the universities; It also includes the modification of the control environment, risks, control activities, information, communication and supervision of the educational and administrative activities of these educational entities.
Good governance of national universities includes the management of programs and activities. The evaluation of the effectiveness of the programs or activities of the national universities is directly related to the evaluation of the efficiency and economy in the application of resources; For this reason, the manager can include both components together when developing his work. This is an aspect to be considered during the planning phase of the Government, since an entity can achieve its objectives and goals in a given period, despite incurring waste or lack of economy in the application of resources; or also, the same entity could obtain adequate levels of efficiency and economy in its operations,without thereby achieving its objectives and goals planned as part of Good Corporate Governance.
CORPORATE INSTITUTIONAL DEVELOPMENT
Institutional development, within the framework of Good Corporate Governance, includes the development of plans, programs, activities and functions of national universities. Institutional development is the contest that universities have to wage internally and especially externally to have the trust of the users of the services they provide to the community. Institutional development has to occur in the administrative and academic activities of the national universities so that they win the contest they will have with private universities.
Institutional development is not something fortuitous, if not on the contrary, it is achieved after a process that goes through the correct application of the norms, processes, procedures, techniques and practices in the context of the institutional objectives, mission and vision; the efficiency, effectiveness and economy in the use of the scarce resources of these entities also contributes to the institutional development of the national universities; Likewise, management policies, strategies and tactics are part of this process, taking into account the internal and the environment of these entities.
EFFICIENCY OF GOOD CORPORATE GOVERNANCE
Efficiency refers to the relationship between the academic services delivered to the university community and the resources used by the University Government for that purpose (productivity), compared to an established performance standard.
EFFECTIVENESS OF GOOD CORPORATE GOVERNANCE
Effectiveness refers to the degree to which the national university achieves its academic objectives and goals or other benefits that were intended to be achieved, provided for in its Statutes and Regulations or provided by a certain authority, such as the National Assembly of Rectors (ANR) or the Ministry of Education if that is the case.
In order for institutional management to become an effective tool that facilitates good corporate governance of national universities, it has to go through change, it has to understand human resources, materials and constituent elements such as processes, procedures, techniques and practices, so that it meets the objectives within the framework of the new philosophy of business life.
In accordance with Article 5 of the Law of the National Control System; Government control consists of the periodic verification of the results of public management, in light of the degree of efficiency, effectiveness, transparency and economy that they have exhibited in the use of public resources, as well as compliance by the entities with the legal norms and policy guidelines and action plans.
According to the Government Audit Manual of the Office of the Comptroller General of the Republic, the evaluation of the effectiveness of the programs is carried out by the auditor, in order to inform the Bodies that make up the Powers of the State and the authorities of the Public Administration responsible for conducting, authorizing, financing and executing programs or activities, around their performance (performance) obtained by the programs compared to what was planned. This approach evaluates the results or benefits achieved and determines whether the program has been achieving the planned goals, as well as identifies the problems that need to be corrected to improve its effectiveness.
Some of the aspects to consider in the corporate governance of national universities, with an effectiveness approach, are the following:
- Establishment of program objectives clearly and precisely; Identification of all the objectives of the program that are subject to evaluation; Reasonableness of the procedures for evaluating the effectiveness of the program in terms of its implementation and cost; and, Feedback on the effectiveness of the program
OPTIMIZATION OF GOOD CORPORATE GOVERNANCE
The optimization of the administration of the national universities, will be manifested, when efficiency, effectiveness and economy concur in the use of resources, within the framework of the principles of good corporate governance.
When the national universities achieve their objectives and planned goals; when they reach a relationship between the academic service provided and the resources used, in comparison with a performance standard; when they acquire their resources at the reasonable level of quality, at the appropriate time and place, and at the lowest cost; The conditions for optimizing good corporate governance would be in place.
APPLICATION OF MODERN ADMINISTRATION TOOLS TO FACILITATE GOOD CORPORATE GOVERNANCE.
Good corporate governance is a concept that has to be helped with various corporate management tools so that the principles of good governance have an impact on the case. For example, it should be taken into account:
- COACHINGBENCHMARKINGADMINISTRATION BY VALUESEMPOWERMENTOUTSOURCINGANALISIS MODAL FAILURES AND EFFECTS (FMEA) SIX-SIGMAD QFD QUALITY FUNCTION DEPLOYMENT (QUALITY FUNCTION DEPLOYMENT) DEPLOYMENT BALANCED SCORECARD (BSC)
COACHING
Coaching is good "Coaching" methods in the workplace to help employees achieve high performance by seeking commitment rather than control and results rather than blaming someone.
THE GOALS OF COACHING:
Coaching is good for employees and managers, because through it, the manager develops relationships, which will result in continuously improved performance for the boss and his employees. In fact, another of the main goals of effective coaching is to create an environment in which employees are willing and able to share their ideas with their superior. Coaching changes the attitude of the employee towards a cooperative team perspective, which allows the coach that her efforts yield specific results.
Among the benefits of effective coaching we can cite: development of employee skills, facilitates diagnosis and correction of
performance problems, fosters productive labor relations, improves performance and attitude, among others.
COACHING INDICATORS:
The coach must always make sure that his body language is consistent with the message he wants to convey, because if this is not the case, his employees will believe more in his gestures than in his words. Also, you should maintain an open door policy, so that the employee feels confident enough to present their ideas to you. To implement an effective coaching session, the following steps should be followed: define the goal, establish ground rules, stay focused, avoid monologues, speak clearly and simply, pay attention to the subject under study, and be open..
BENCHMARKING
It is a managerial technique based on comparison, which can be defined as the systematic process of searching, and introducing the best practices in an organization. It was traditionally used to compare the results or performance of a company against the leaders in that field, and promote improvements, without having to go through the exhausting exercises of trial and error that the leading entity has already gone through. Benchmarking is the process of determining who is the best, who sets the standard, and what that standard is.
The idea of Benchmarking is simple, it means being so humble to admit that someone can do better than you, and so ambitious to try to reach and overcome it.
Let's try to explain its concept that is worth clarifying, it is not static but dynamic and adaptable to different needs. Benchmarking is not only a one-time and forgettable process, it is a continuous and constant process.
The different degrees of effectiveness and efficiency registered among the various sectors of the same company make it possible to apply internal Benchmarking processes and thus discover the “best practices of the organization.” According to Alicia A. Benesch, professor at the Florence Nightingale College, It is a process that stimulates changes and improvements in organizations based on information collected, thus measuring performance, both its own and that of others. This process must be systematic, formal and organized to promote a set of actions in a particular order, being a coherent and expected sequence that any member of the organization can repeat. It is continuous because it takes place over a more or less extensive period of time,to be able to demonstrate the dynamism of commercial strategies or their results. It allows to diagnose, measure, compare and evaluate, among other things, services, work processes, functions, etc., facilitating learning about oneself and others, focusing the study of the latter on how services are provided or performed and not so much what service is performed or provided.
The different definitions of Benchmarking share the following elements:
- Develop competitive advantages Study the best practices in organizations of any entity or country Compare the performance of one organization with that of others, to obtain information that, creatively adapted, leads to improving its performance.
BENCHMARKING AND REENGINEERING:
The goal of any reengineering effort is to create a profitable and sustainable competitive advantage. In any case, it is crucial to identify those practices that generate competitive advantages and pursue ambitious objectives that go beyond the practices of current competitors. For this reason, Benchmarking is a key tool for Reengineering: the identification of the practices used by organizations that have shown outstanding performance, in any institutional activity or country, allows accelerating the Reengineering process by formulating performance objectives.
BENCHMARKING PROCESS:
a) Determine what to benchmark
The first stage of the process consists of identifying the clients for the benchmarking information and their needs, as well as defining the specific issues to be benchmarked.
b) Form a benchmarking team
Most of the benchmarking efforts are team activities. The process of choosing, orienting and leading a team is the second important stage of the process.
c) Identify benchmarking partners
The third stage is to identify the information sources that will be used to collect the benchmarking information. These sources are employed by benchmarking organizations, consultants, analysts, government sources, business and trade literature, industry reports, and computerized databases, to name just a few.
d) Collect and analyze benchmarking information
During this stage of the process, specific information gathering methods are selected. It is important that those responsible for this activity are experts in these methods. Benchmarking partners are contacted, information is collected, and then summarized for analysis.
ADMINISTRATION BY SECURITIES
The Administration by Securities (APV) is based on values. True leadership is, at its heart, a dialogue about values. The future of the entity is configured by articulating values, metaphors, symbols and concepts that guide the daily activities of value creation by workers, especially in the case of national universities.
In other words, the entity's basic strategic purpose must be given a humanized form, which is, of course, to survive while obtaining the maximum economic benefits.
In fact, the PAV becomes a kind of global framework to continuously design the culture of the company, in such a way that collective commitments are generated for new and exciting projects.
If high-quality professional performance is desired, qualitative factors or values, such as: trust, creativity, honesty, or beauty are as important or more than traditional economic qualitative concepts, such as: efficiency or return on investment.
The usefulness of PAV as a leadership tool can be raised at multiple levels, but it basically has a triple purpose: Simplify, Organize and Compromise.
Simplify: absorb the organizational complexity derived from the growing needs for adaptation to change at all levels of the company.
Organize: channel the strategic vision towards where the company is going in the future.
Commit: integrate the strategic direction with the people policy, in order to develop a commitment to quality professional performance on a day-to-day basis.
What are really values?
To define the relationship between business values and results to other meanings and utilities of the three dimensions of the word "Value" such as ethical, economic and psychological values. Like beliefs, norms and aptitudes.
In itself Value is something that is inherited or learned in the formation of the entity by the power of the humanistic knowledge of values as a creator of wealth.
THE APV PROCESS:
Organizations do not make management by values work, people make it work!
They are the values that align people, those that commit everyone to work towards common goals. Values are the only phenomenon that can move through a group of people. But how do you proceed to Manage by values?
PHASE 1: Clarify our values, purpose and mission.
PHASE 2: Communicate our mission and values
PHASE 3: Align our daily practices with our mission
CONCLUSIONS:
- The purpose of activities through organization by values is to help the individuals of a team or subgroup to align themselves around a series of shared values for mutual improvement. It is necessary to use the three acts of life Perform, Connect and Integrate in an adequate way, to succeed in an organizational way. Organizations do not make management work by values, people make it work. Being ethical, sensitive and profitable makes us be healthy competitive. Values are not things that are makes people but is done with them. The values that the company adopts are those that will have the power to make it successful or unsuccessful. Communicating will naturally occur when we do things safely and under the organizational order of values..
Management by values is not just another program, it is a way of life.
EMPOWERMENT
Empowerment means empowerment or empowerment, which is the act of delegating power and authority to subordinates and giving them the feeling that they are owners of their own work.
Empowerment is an administrative tool that in continuous improvement and reengineering models, as well as in expanded companies, provides elements to strengthen the processes that lead companies to their development.
Empowerment becomes the strategic tool that strengthens what to do of leadership, that gives meaning to teamwork and that allows total quality to stop being a motivational philosophy, from the human perspective, and to become a radically functional system.
PREMISES OF THE EMPOWERMENT:
These premises must be promoted by the management, cascading and at all levels, these are:
- Responsibility for designated areas or performances Control over resources, systems, methods, equipment Control over working conditions Authority (within defined limits) to act on behalf of the company New evolution scheme by achievements.
POSITIVE RESULTS OF EMPOWERMENT IN WORKERS:
- Their work is meaningful They can perform a variety of assignments Their performance can be measured Their work is a challenge rather than a burden You have authority to act on behalf of the company Participation in decision making You listen to what you say They know participate as a team; their contributions are recognized; they develop their knowledge and skills; they have real support.
OUTSOURCING
Large corporations know that to survive in a highly competitive market and to do so with success and recognition, it will be necessary to look outside and do it well; that is, systematically and in an organized manner.
Outsourcing is a megatrend that is being imposed in the business community around the world and basically consists of the outsourcing of related resources, while the organization is exclusively dedicated to the reason for its business.
Outsourcing until long ago was considered simply as a means to significantly reduce costs; However, in recent years it has proven to be a useful tool for business growth.
THE FIVE REASONS TO ADOPT OUTSOURCING:
- Reduce or control operating expenses. In a study conducted by the US NA Outsourcing Institute, it was found that companies reduced costs by 90%. Having capital funds available. Outsourcing reduces the need to include capital funds for functions that do not have to do with the company's raison d'être. Have access to cash. This may include transferring assets from customer to supplier Handling difficult or out-of-control functions more easily. Outsourcing is definitely an excellent tool to deal with this kind of problem.
ADVANTAGES OF OUTSOURCING:
- Reduction in the total costs of the goods and services acquired An improvement in the quality of the service obtained, compared to what existed before Company workers can dedicate their time to the true object of their business Specialized attention, allowing a job in team with the department of organization and methods for improvement or elimination of processes Provide the site that the client indicates A single total account statement indicating the consumption for each cost center or job position this is only possible through the implementation of EDI, electronic exchange thanks to the network connection it has Strategic alliances Reduction of space.
LOOKING FOR AN OUTSOURCING SERVICE:
One of these services seeks to solve functional and / or financial problems through an approach that combines infrastructure, technology and physical, human resources and financial structure in a defined long-term contract.
OUTSOURCING SERVICES:
Computational infrastructure.
Telecommunications operation.
Design.
Network implementation and administration.
Administration and attention to contingencies of computer centers. Administration of data and databases.
Human Resources.
WHAT BENEFITS DOES OUTSOURCING HAVE:
The company is exclusively concerned with defining the functionality of the different areas of its organization, leaving the Outsourcing company to deal with technological decisions, project management, implementation, administration and operation of the infrastructure.
Own the best of technology without hooking and train organization personnel to handle it.
Have information services available quickly considering competitive pressures.
Through Outsourcing solutions the contracting of services with identical functionality and cost reduction is achieved.
Apply the talent and resources of the organization to key areas.
Helps face changes in business conditions.
At present, one of the most sought-after objectives by all companies is greater efficiency at the lowest cost, without neglecting quality standards and customer service.
Due to the different possibilities of Outsourcing services or products, companies must choose the one that best suits their resources and needs.
CONTINUOUS IMPROVEMENT AND COMPETITIVENESS AS A CONSEQUENCE OF GOOD CORPORATE GOVERNANCE.
Introduction
The process of technology transfer and administration in the last decade has been growing parallel to the modernization process of the country, entering to evaluate the effectiveness of these technologies necessarily implies: first exhaustively reviewing the socio-economic context in which they emerge, in the same way, analyze the problems that arise in the implementation process and finally define the fundamental characteristics of its objective or reason for being.
According to the management groups of Japanese companies, the secret of the most successful companies in the world lies in having high quality standards for both their products and their employees; therefore, total quality control is a philosophy that must be applied to all hierarchical levels in an organization, and this implies a process of Continuous Improvement that has no end. This process allows a broader horizon to be visualized, where excellence and innovation will always be sought, which will lead entrepreneurs to increase their competitiveness, reduce costs, and direct efforts to satisfy the needs and expectations of customers.
Continuous improvement
It is evident that world trends show how nations are integrated into communities that seek to strengthen each other and merge their cultures, this integration goes beyond free trade agreements, opening of imports and exports, delimitation of unified policies on the private sector and penetrates in the daily life of the members of society, in the practices of organizations and generates substantial changes in the way of life of modern man. Integration also seeks the consolidation of blocks that aspire to have political, military, and ideological hegemony in the international reordering. The result of this process is a new economic, ideological and political map where the highly competitive and consequently privileged countries in the world market are clearly differentiated.
This panorama clearly shows us how the rules of competitiveness have changed, the breaking of borders in the geographical area, prompts a breakdown in mentalities and a series of imperatives that we must address if we want to transcend the condition of a peripheral country and on the way to developing.
Penetrating this new order implies recognizing the role of knowledge and information as generators of development. Now more than ever it is necessary to assume that knowledge and whoever owns the information has power at the business level, the leading role of knowledge in the growth of productive sectors is clear. For example, the incorporation of state-of-the-art technology, applied knowledge, training and qualification of the workforce, the increasingly specialized levels of labor division, the highly qualified skills and abilities required for optimal performance, the systematization of converted business practices. In management models, new administrative methods and techniques, among others, are indicators of the intimate relationship between knowledge,rational information management and business economic growth.
To carry out this Continuous Improvement process both in a specific department and in the entire company, it must be taken into consideration that said process must be: economic, that is, it must require less effort than the benefit it provides; and cumulative, that the improvement that is made allows opening the possibilities of successive improvements while guaranteeing the full use of the new level of performance achieved.
Concepts:
James Harrington (1993), for him, improving a process means changing it to make it more effective, efficient and adaptable, what to change and how to change depends on the specific approach of the entrepreneur and the process.
Fadi Kabboul (1994), defines Continuous Improvement as a conversion into a viable and accessible mechanism for companies from developing countries to close the technological gap they maintain with respect to the developed world.
Abell, D. (1994), gives as a concept of Continuous Improvement a mere historical extension of one of the principles of scientific management, established by Frederick Taylor, who affirms that every work method is capable of being improved (taken from the Course of Continuous Improvement dictated by Fadi Kbbaul).
LP Sullivan (1994) defines Continuous Improvement as an effort to apply improvements in each area of the organization to what is delivered to customers.
Eduardo Deming (1996), according to the perspective of this author, total quality management requires a constant process, which will be called Continuous Improvement, where perfection is never achieved but is always sought.
Continuous Improvement is a process that describes very well what is the essence of quality and reflects what companies need to do if they want to be competitive over time. It is something that as such is relatively new since we can see it in the dates of the concepts issued, but despite its recent birth it is currently highly developed.
The importance of this management technique is that with its application it can contribute to improve the weaknesses and strengthen the strengths of the organization, through this it is possible to be more productive and competitive in the market to which the organization belongs, on the other hand Organizations must analyze the processes used, so that if there are any problems they can be improved or corrected; As a result of applying this technique, organizations may grow within the market and even become leaders. We have to improve because, "In today's buyers' market, the customer is king", that is, that customers are the most important people in the business and therefore employees must work to satisfy the needs and their wishes.They are a fundamental part of the business, that is, it is the reason why it exists, therefore they deserve the best treatment and all the necessary attention. The reason why customers prefer foreign products is the attitude of business leaders to complaints about errors that are discussed: they accept their errors as something very normal and apologize to the customer, for them the customer always has the reason.
The search for excellence comprises a process that consists of accepting a new challenge every day. Said progress must be progressive and continued. It must incorporate all the activities carried out in the company at all levels. The improvement process is an effective means of developing positive changes that will save money for both the company and the customers, since quality failures cost money. Likewise, this process implies investment in new machinery and more efficient high-tech equipment, improving the quality of service to customers, increasing levels of human resource performance through continuous training, and investment in research. and development that allows the company to keep up with new technologies.
The basis for the success of the improvement process is the establishment of the principles of good corporate governance and a good quality policy, which can define precisely what is expected by the employees; as well as the products or services that are provided to customers. This policy requires the commitment of all the components of the organization, which must be written so that it can be applied to the activities of any employee, it can also be applied to the quality of the products or services that the company offers, as well it is necessary to clearly establish quality standards, and thus be able to cover all aspects related to the quality system. To give effect to the implementation of this policy,It is necessary for employees to have the knowledge required to meet the demands of customers, and thus be able to offer excellent products or services that can meet or exceed expectations. Total quality does not only refer to the product or service itself, but it is the permanent improvement of the organizational, managerial aspect; taking a company as a gigantic machine, where each worker, from the manager to the lowest-ranking official, is committed to business objectives.taking a company as a gigantic machine, where each worker, from the manager to the lowest-ranking official, is committed to business objectives.taking a company as a gigantic machine, where each worker, from the manager to the lowest-ranking official, is committed to business objectives.
Improvement of personnel has been defined as a way of achieving total quality, and as a conversion into a viable and accessible mechanism for companies in developing countries to close the technological gap they maintain with respect to the competitive and developed world.. To improve a process and reach total quality, and consequently be more competitive, it is necessary to change said process, to make it more effective, efficient and adaptable. What to change and how to change depends on the specific approach of the entrepreneur and the process.
The key to success is the Total Quality of systematically maintaining advantages that allow it to reach a certain position in the socioeconomic environment. The term total quality is widely used in business, political and socio-economic circles in general. This is the reason for the broadening of the frame of reference of our economic agents, who have gone from a self-protective attitude to a more open, expansive and proactive approach.
The comparative advantage of a company would be in its ability, resources, knowledge and attributes, etc., that said company has, the same ones that its competitors lack or that they have to a lesser extent, which makes it possible to obtain some yields higher than those of those. The use of these concepts supposes a continuous orientation towards the environment and a strategic attitude on the part of large companies such as small ones, recently created ones or mature ones and in general in any kind of organization. On the other hand, the concept of success makes us think of the idea of "excellence", that is, with characteristics of efficiency and effectiveness of the organization.
Colombia is experiencing total quality changes; But there are still some companies in our country that did not show these new ways of doing business and little by little they are making changes and others have already been absorbed by others so as not to have to close their doors, the quality of the products, the distribution network, the relations with the community, the performance of the workers, are essential points in the struggle to develop companies in these times.
Continuous improvement is a tool that is currently essential for all companies because it allows them to renew the administrative processes that they carry out, which means that companies are constantly updated; In addition, it allows organizations to be more efficient and competitive, strengths that will help them stay in the market. For the application of improvement, it is necessary that in the organization there is good communication between all the organs that make it up, and also the employees must be well-connected with the organization, because they can offer a lot of valuable information to optimally carry out the continuous improvement process.
Defining a strategy ensures that the organization is doing the things it must do to achieve its objectives. The definition of your system determines whether you are doing these things correctly.
Competitiveness is not the product of chance nor does it arise spontaneously; It is created and achieved through a long process of learning and negotiation by representative collective groups that configure the dynamics of organizational behavior, such as shareholders, managers, employees, creditors, clients, by the competition and the market, and finally, the government and society in general.
An organization, whatever the activity it carries out, if it wishes to maintain an adequate level of competitiveness in the long term, must sooner or later use formal analysis and decision procedures, framed within the framework of the "strategic planning" process.
The function of this process is to systematize and coordinate all the efforts of the units that make up the organization aimed at maximizing global efficiency.
To better explain this efficiency, let's consider the levels of competitiveness, internal competitiveness, and external competitiveness.
Internal competitiveness refers to the organizational capacity to achieve the maximum performance of available resources, such as personnel, capital, materials, ideas, etc., and transformation processes.
When speaking of internal competitiveness, we get the idea that the company has to compete against itself, expressing its continuous effort to improve itself.
External competitiveness is oriented to the elaboration of the achievements of the organization in the context of the market, or the sector to which it belongs. As the reference system or model is foreign to the company, it must consider exogenous variables, such as the degree of innovation, the dynamism of the industry, and economic stability, to estimate its long-term competitiveness. Once the company has reached a level of external competitiveness, it must be willing to maintain its future competitiveness, based on generating new ideas and products and seeking new market opportunities.
This technique has been considered a very helpful tool for all types of companies, since its philosophy is definitely oriented towards continuous improvement, through efficiency in each of the elements that make up the company system (suppliers, production process, staff and clients).
The philosophy of "just in time" is based mainly on reducing waste and of course on the quality of products or services, through a deep commitment (loyalty) of each and every one of the members of the organization as well as a strong orientation to their tasks (involvement in work), which in one way or another will lead to higher productivity, lower costs, quality, higher customer satisfaction, higher sales and, most likely, higher profits.
JUSTIFICATION AND IMPORTANCE OF THE WORK
Public entities, such as national universities, cannot remain mere spectators of the vertiginous advance that occurs in the post-modern administration; therefore they have the moral obligation to modernize, based on the norms that allow obtaining a comprehensive and efficient management of the processes related to the collection and use of public funds, as well as the registration and presentation of the corresponding information in terms that contribute to the fulfillment of the duties and functions assigned by the State and the Company, in the context of the principles of good corporate governance, because it is through this that minimum standards of efficiency, effectiveness and economy will be set; likewise, there will be an adequate institutional management,The work and relationships with stakeholders will be recognized and responsibilities defined and information flowed so that the entire university community knows, understands and is a participant in corporate governance.
JUSTIFICATION
Theoretical Justification:
This research will allow to verify the efficiency, effectiveness and economy of national universities, through the application of the principles of good corporate governance, established in the institutions that have achieved a high degree of continuous improvement and competitiveness in their activities.
Methodological Justification
In this work, we start from a problem that is unsolved, such as the lack of efficient and effective government, and then apply the principles of good corporate governance as the solution to said problem, based on the results obtained from companies that are leaders. worldwide; as well as with the interviews and surveys that will be applied to the sample established in the research work.
Practical Justification:
This study will demonstrate that the effectiveness of a national university does not depend on its legal nature, since as a public entity it can be as efficient, effective and also project a good image as that achieved by the most successful private companies.
The effectiveness and good image of a national university will depend largely on the adequate organization and development of the principles of good corporate governance and the correct application of institutional strategies, aimed at obtaining not only good economic and financial results, but also to the achievement of a socially responsible and ethically supported institutional image.
IMPORTANCE:
The importance of this research lies in the opportunity that professionals have to formulate work based on knowledge and experiences to be applied by national universities.
On the other hand, today, when there is talk of competitiveness and globalization, national universities cannot remain inert to changes, especially if these changes are going to benefit their management, taking into account that private universities have been putting all their efforts and resources to capture not only the interest of their students, but also the entire community.
Today's alternative is good corporate governance for the continuous improvement and competitiveness of national universities, which will result in effective benefits for the university community (stakeholders).
OBJECTIVES
MAIN OBJECTIVE:
DETERMINE THE FORM OF APPLICATION OF THE PRINCIPLES OF GOOD CORPORATE GOVERNANCE, TO MANAGE THE INSTITUTIONAL RESOURCES EFFICIENTLY AND EFFECTIVELY WITHIN THE FRAMEWORK OF ADEQUATE MANAGEMENT, RECOGNITION OF RIGHTS, DEFINITION OF RESPONSIBILITIES AND RELEVANT RELEVANCES, STATUTORY REPORTING THE STAKEHOLDERS IN THE NATIONAL UNIVERSITIES.
SPECIFIC OBJECTIVES:
- IDENTIFY THE ESTABLISHMENT OF REALATIONS WITH THE STAKEHOLDERS, WHICH WILL FACILITATE THE GOOD CORPORATE GOVERNANCE THAT NATIONAL UNIVERSITIES NEED TO RECOVER THE TRANSPARENCY AND TRUST OF THE INTERNAL AND EXTERNAL ENVIRONMENT IN WHICH THEY CARRY OUT THEIR ACTIVITIES.
- DEFINE THE RESPONSIBILITIES OF THE DIRECTORATE AS TO THE FLUIDITY OF THE INFORMATION THAT CONTRIBUTES EFFECTIVELY TO THE GOOD CORPORATE GOVERNANCE OF THE NATIONAL UNIVERSITIES.
HYPOTHESIS
MAIN HYPOTHESIS
THE KNOWLEDGE, UNDERSTANDING AND APPLICATION WITH A COMPREHENSIVE APPROACH OF THE PRINCIPLES OF GOOD CORPORATE GOVERNANCE BY THE UNIVERSITY AUTHORITIES, FACILITATES THE ADEQUATE MANAGEMENT WHICH WILL BE CONCREATED IN AN OPTIMAL INSTITUTIONAL COMPETITIVENESS, RESPONSIBILITIES AND RIGHTS OF REPORTING. THE ESTABLISHMENT OF RELATIONSHIPS WITH THE STAKEHOLDERS OF THE NATIONAL UNIVERSITIES.
SECONDARY HYPOTHESES
- THE RECOGNITION OF THE RIGHTS AND THE ESTABLISHMENT OF ADEQUATE RELATIONS WITH THE STAKEHOLDERS, CONSTITUTES THE BASIS FOR AN ADEQUATE INSTITUTIONAL CLIMATE AND TO FACILITATE THE GOOD CORPORATE GOVERNANCE OF THE NATIONAL UNIVERSITIES. OF THE RESPONSIBILITIES OF THE DIRECTION AND THE FLUIDITY OF THE INSTITUTIONAL INFORMATION.
METHODOLOGY
KIND OF INVESTIGATION:
This research work will be of the basic or pure type, since all aspects are theorized, although its scope will be practical to the extent that they are applied by national universities.
INVESTIGATION LEVEL
The research to be carried out will be of the descriptive-explanatory level, since all aspects of the academic audit will be described in order to apply it as a tool for the good administration of national universities.
INVESTIGATION METHODS:
The following methods will be used in this investigation:
- Descriptive.- Inasmuch as the benefits of academic auditing will be described so that it contributes to the good administration of national universities To infer the information of the sample in the research population and thus facilitate the contrasting of the hypothesis and demonstration of the objectives. Other methods.- As necessary .
RESEARCH POPULATION:
It will be made up of the 3 national universities that operate in Lima.
SAMPLE OF THE INVESTIGATION:
The research sample will be made up of the following national universities, according to the following:
| COLLEGE | AUTHOR. | TEACHERS | STUDENTS | Graduates | ADMINIT. | TOTAL |
| UNFVILLARREAL | 5 | 10 | 10 | 5 | 10 | 40 |
| UNMSAN MARCOS | 5 | 10 | 10 | 5 | 10 | 40 |
| ONE OF CALLAO | 5 | 10 | 10 | 5 | 10 | 40 |
| TOTAL | fifteen | 30 | 30 | fifteen | 30 | 120 |
DATA COLLECTION TECHNIQUES:
The techniques that will be used in the investigation will be the following:
- Interviews.- This technique will be applied to the authorities and officials of national universities, in order to obtain information on all aspects related to research Surveys.- It will be applied to teachers, students, graduates and administrators of national universities with the Objective of obtaining information on the aspects related to the investigation Documentary analysis.- This technique will be used to analyze the norms, bibliographic information and other sources related to the investigation.
DATA COLLECTION INSTRUMENTS:
The instruments to be used in the research are related to the aforementioned techniques, as follows:
| TECHNIQUE | INSTRUMENT |
| INTERVIEW | INTERVIEW GUIDE |
| POLL | QUESTIONNAIRE |
| DOCUMENTARY ANALYSIS | ANALYSIS GUIDE
DOCUMENTARY FILM |
ANALYSIS TECHNIQUES:
The following techniques will be applied:
- Documentary analysis Inquiry Data reconciliation Table tables with amounts and percentages Understanding graphs other
DATA PROCESSING TECHNIQUES:
The following data processing techniques will be applied:
- Sorting and classification Manual registration Computerized process with Excel Computerized process with SPSS
TENTATIVE SCHEME OF THE THESIS
TITLE OF THE THESIS
NAME OF THE AUTHOR
INTRODUCTION
PART I:
METHODOLOGICAL AND THEORETICAL APPROACH
CHAPTER I:
METHODOLOGICAL APPROACH
- Research delimitation Justification and Importance Problem statement Objectives Hypothesis Methodology
CHAPTER II:
THEORETICAL APPROACH
- Bibliographic background Public Universities
Infrastructure of national universities
- Organization of national universities Management of national universities Social projection activities Control of Public Universities
- Good Corporate Governance
- Principles of Good Corporate Governance Process of Good Corporate Governance Corporate Institutional Development Efficiency of Corporate Governance Effectiveness of Good Corporate Governance Optimization of Good Corporate Governance Application of modern management tools to facilitate Good Corporate Governance Continuous improvement and competitiveness as a result of good corporate governance
PART II:
RESULTS OF THE INVESTIGATION
CHAPTER III:
PRESENTATION, ANALYSIS AND INTERPRETATION OF THE INTERVIEW CONDUCTED
- Presentation of questions Analysis of responses Interpretation of responses
CHAPTER IV:
PRESENTATION, ANALYSIS AND INTERPRETATION OF THE SURVEY CONDUCTED
- Presentation of the questions Analysis of the answers Interpretation of the answers.
CHAPTER V:
CONSTRASTATION AND VERIFICATION OF THE RAISED HYPOTHESES
Hypotheses raised
Results obtained
Contrasting and verification
CHAPTER VI:
OTHER ASPECTS OF THE INVESTIGATION
- Conclusions Recommendations
BIBLIOGRAPHY
ANNEXES
BIBLIOGRAPHY
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