The university as a social institution is the result of a very different time from today. In its origins, universities became and were conceived in institutions that accumulated all the knowledge of society.
The development of science and advances in technologies configured a new reality for universities and their people, the demands of the socio-productive context demanded leadership, commitment, quality and better training of future professionals and teachers.
In this context, contemporary universities have been realigned to new realities that require new ways of thinking and acting, of making decisions, of valuing their human, physical and financial assets, their intellectual capital, and their capacities to manage knowledge. The old idea that creating an organization simply meant designing an organization chart of hierarchies and functions, according to the classic model of a pyramidal structure, stable, functional and oriented to the value of the products is left behind. Today university organizations are more like an atom, whose key processes revolve dynamically connected around a nucleus that ensures that everything remains in balance and continuous movement.
Universities in the 21st century fulfill their strategic function of giving rise to the management of knowledge that is acquired, processed, developed, transmitted and transferred to the knowledge community, establishing a vital link between theory and practice, between academia and the company, between reflection and action, between abstraction and reality; In this sense, it is important to remember what the biologist Humberto Maturana points out, the University as a modern institution has the mission of expanding the capacity for action and reflection of society with social, ethical and ecological responsibility, and through this it contributes to Human Development.
The authors share Maturana's position on the stated vision of the concept of what the university is and what its philosophy should be in its current development context. From this perspective, the creation, assimilation, transformation and dissemination of knowledge becomes a central strategy in organizational life, constituting a regular and enduring capacity development effort, a necessary condition for the preservation of competitiveness and organizational success.
This process, which in its interior is loaded with great complexity and constant contradictions, product of its own organizational and human dynamics, needs to be approached and treated with technical and scientific strategies from an integrative vision where we all bet on win-win.
Currently, training and the offer of professional development and growth are some of the situational and intelligent strategies that are being applied in university organizations to retain human talent in response to the brain drain
The training process as a strategic tool benefits and motivates people as human and natural entities, having a favorable impact on the organization and the family as well as on the development of their life project.
A set of benefits is outlined below that in our opinion guarantee added value for professionals and non-professionals within the university context when the leaders of the academic and administrative management processes develop and propose training management plans as a viable strategy to maintain balance organizational and professional and human development of those who make life in universities today.
The application of projects based on training and updates facilitate and promote changes in man and the vision of developments currently being experienced in different areas of knowledge and scientific developments. According to experts in the field such as Senge and Nonaka, to name some of the great gurus of the 21st century, affirms that man's success is based on his professional development and human growth.
It is important to highlight that with the application of plans validated and designed by experts and directed by leaders, the institution and its people experience a situation of transcendental changes for organic and human life.
These strategic plans seek to produce win-win because:
From the Vision of Decision Making
- Helps the individual in problem solving and decision making Increases confidence, assertiveness, and human and family development Forges leaders and improves communication skills Raises motivation and self-esteem Allows the achievement of individual goals and collective Eliminates fears of change.
In addition to the aforementioned, it also produces benefits in human and family relationships and internal and external relationships in the organization, these dimensions are traced below:
- Improves communication between work teams and between individuals Helps in the orientation of their work role Makes organization policies viable Stimulates cohesion of management teams Provides a good climate and organizational development.
From the organizational vision, it is promoted:
- Teaching, research, extension and management is promoted Improves knowledge at all levels Raises the morale of the workforce Helps staff identify with the organization's objectives Improves the relationship between bosses and subordinates Accelerates the decision decision-making and problem solving. Promotes development with a view to win-win. Contributes to the formation of leaders. Increases productivity and quality of work. Helps to maintain the quality and recognition of the institution.
The foregoing justifies the need for change in the university and its people as a strategy to resize and redirect the philosophy of university institutions and its people and respond to the demands and challenges in the new knowledge society.
