Even the State Institutions retain certain weaknesses in terms of customer service. This approach should not be endorsed by the scarcity of material, financial or human resources, but simply by disorganization, and perhaps the lack of interest in those who have had the Power of decision. Specifically, when it comes to information services in the area of health and social development, the institutions and very particularly the Regional Directorate of Social Development SALUDANZ, lack mechanisms that allow offering quality care to the user and the community in general.
Due to the dynamism that surrounds the administrative environment and the demands of a changing world, public entities must incorporate new administrative tools that allow them to make effective use of their own or assigned resources. All this by virtue of making its primary function more effective, such as meeting the needs of the group.
CHAPTER I THE PROBLEM
1.1 PROBLEM STATEMENT
1.2 OBJECTIVES OF THE INVESTIGATION
OVERALL OBJECTIVE:
- Propose a User Service program aimed at secretarial personnel who, in addition to fulfilling administrative functions in the Regional Directorate of Social Development Saludanz. Barcelona Anzoátegui State, are responsible for serving the public.
SPECIFIC OBJECTIVES:
- Diagnose the flaws present in the user service process of the Regional Directorate for Social Development. Establish the guidelines and strategies of the user service program aimed at the secretarial staff of the Regional Directorate of Social Development SALUDANZ. Propose the objectives and procedures i of the care program aimed at the user clerical staff in addition to fulfilling administrative functions in the Regional Directorate of Social Development Saludanz, are responsible for serving the public.
1.3 JUSTIFICATION AND IMPORTANCE
The Regional Directorate of Social Development SALUDANZ, is responsible for the implementation of social health programs aimed at the Anzoatiguense population, but at present there has been evidence of a deterioration in the quality of the service provided because there are no strategies for attention to the public, facilitating access to resources for those most in need.
Hence, the need to develop a Proposal for a User Service Program of the Directorate of Social Development is justified, specifically aimed at providing secretarial personnel that perform administrative functions (in charge of attending to the external public that requires the services of this agency) in order to allow a timely and rapid response to the different concerns and needs of the population requesting the services of this government agency.
CHAPTER II THEORETICAL FRAMEWORK
2.1 BACKGROUND OF THE INVESTIGATION
After having carried out a thorough investigation, and a review about the subject under investigation, the following antecedents were found that are related to the issue raised:
It suggests improving the quality of customer service services, so that it meets their financial information expectations, Management must induce employees in the most suitable financial instruments to satisfy customer needs, as well as motivate to employees so that they feel satisfied with themselves and can improve the service they provide to the organization's clients, for which he recommends developing training programs to update knowledge.
RIVAS GUEVARA, Ada (1998). In his work entitled Proposal of quality management guidelines for the optimization of the Production Department of the company Manufacturera Técnica ca, he concludes the following:
GENERAL CONCLUSION OF THE BACKGROUND
Based on the approaches described by the authors above and their relationship with the subject under study, it follows that modern organizations must adopt systems that guarantee the quality of processes and services in the search for continuous improvement. In this sense, strategies and procedures should be designed to facilitate the work of the personnel dedicated to serving the public, in order to offer efficient and rapid attention to the public.
2.2 THEORETICAL BASES
HUMAN RELATIONS:
ARREAZA, Alberto. (2001). Pag. 23. raises the following with respect to the way of handling public relations within organizations:
Human Relations are those interested in creating and maintaining cordial relationships between individuals, friendly bonds, based on certain rules accepted by all and, fundamentally, on the recognition and respect of the human personality. Public Relations, on the other hand, seek to insert organizations within the community, making themselves understood, both by their internal and external audiences, of their objectives and procedures in order to create profitable links for both parties through the agreement of their respective interests.
HUMAN RELATIONS AND PUBLIC RELATIONS:
They are links between human beings or people.
In Public Relations relationships are established between people (individual) or an organization (group).
It means that in Public Relations one of the extremes of the relationship is always a group. While in the case of Human Relations, at both ends of the relationship there is an individual person.
To get to Public Relations it is necessary first to go through Human Relations, in fact it is very difficult to project a favorable image of the organization if it does not form a homogeneous group, in which a feeling of sympathy, collaboration and understanding prevails among its members. Any well-planned public relations campaign should begin with intense Human Relations activity. So, Public Relations, are links with the public. As Human Relations, they are links between human beings or people.
PUBLIC RELATIONS:
Its name is composed of two words: Relations and Public; that mean links with the public.
Public Relations dates from the early days of humanity's existence, since in any time and place, there was already public relations to a greater or lesser degree. The primitive technique of this was developed in the field of political science. The Greeks and other peoples were well acquainted with the techniques of propaganda and information, as well as the need for sampling. They constitute a new field that has gradually become an organized body of knowledge, recognized in a prosperous mercantile life. Public Relations affect social interests and therefore need to rely heavily on the social sciences.
The definition given by the International Public Relations Association that defines: «Public Relations is a directive function of a continuous and organized nature, through which public and private organizations and institutions try to gain and maintain understanding, sympathy and support of those audiences with which they are or should be linked through the evaluation of public opinion about their own work, in order to agree as much as possible with their own guidelines and procedures and obtain through extensive and disseminated information, a productive cooperation and a more effective realization of common interests ”.
They are a conscious effort to stimulate or influence people, mainly through communication, to make an organization judge favorably.
THE PUBLIC AND THE PUBLIC
In this discipline, the public is understood to be any social group with a specific interest and, sometimes, also, with a specific cultural level.
Traditionally the audiences of an organization are usually classified into two groups: Internal Publics and External Publics.
Internal Public, to the related social groups that make up the organization chart of the company or institution. Thus, for example: the shareholders; the managers; the functionaries; the employees; etc.
External Publics, for their part, are all those social groups that have a certain interest that links their members to each other and that are not part of the organization chart of the organization in question.
The External Publics of an organization are very numerous, but it should not be forgotten that some of them are of more interest than others to the company or institution in question. Only a few of that great social spectrum will be the clients or they will help us to spread the image that we intend to project of the organization in question.
METHODS TO KNOW THE STATE OF OPINION OF THE PUBLIC:
Survey of the state of public opinion:
Today the social sciences provide us with everything, a range of methods for the knowledge of the state of public opinion among which we can mention:
The observation
The sampling
The interview The survey.
PUBLIC RELATIONS AND HUMAN RELATIONS. DIFFERENCES AND SIMILARITIES OF THEM:
AVILEZ, José (2000). Pag. 12. It establishes substantial differences between human relations and public relations, in this sense it supports the theoretical approaches of the present study, at the same time it establishes the parameters to understand the fundamental elements of organizational communication.
Human
- It involves communication and personal interrelation. Intercommunication intervenes in the company / organization at the public level. Human Relations are In Public Relations relationships between beings are established relationships between humans or people, people (individual) or an organization (group). Has habits and norms. It is a relationship of comprehensive and total respect. Its purpose is to share Seeks to create favorable attitude, ideas and differences. to the institution (A good institutional image) Human Relations Public Relations are those directed to create and their part, seek to insert the organization between individuals within cordial relations, community ties, becoming friendly, based on certain understand, both by its rules accepted by all and,internal and external publics, fundamentally, in terms of their objectives and recognition and respect of procedures in order to create human personality. Profitable links for both parties through the agreement of their respective interests.
DEFINITION OF COMMUNICATION
Some basic terms of communication:
- It is the process through which individuals reciprocally condition their behavior. Treatment or correspondence between two or more people. In an analysis of such a process and to achieve greater effectiveness, what must first be done is to focus it on the purpose that is pursued, in order to determine if our behavior is leading us to achieve the desired result. Most of the time, writers neglect their task thinking that their job is to write technical reports rather than to achieve a change in the behavior of readers. Teachers lose sight of the influence they wanted to exert on students and focus their attention on "sticking to schedules" or filling their schedules. By interhuman communication is understood the set of processes according to which various data, ideas, and information are transmitted and received.opinions and attitudes that form the basis for common understanding or agreement. In this situation, we will define communication as a process by which we transmit and receive data, ideas, opinions and attitudes to achieve understanding and action. Communication is essential to achieve the necessary coordination of efforts in order to achieve the objectives pursued by an organization.
Individual human development is not possible if we remain mentally, socially or physically isolated. Take as an example any man we can remember who has stood out as a leader, scientist, businessman, etc. If we analyze the amount of things that they communicated to the world and that were communicated to them, we could realize that the essence of their personal development lay precisely in this activity of external projection. The communication of many of these men lives on through the centuries.
IMPORTANCE OF COMMUNICATION
Thanks to communication it is possible to transmit experiences from one generation to another so that they can be assimilated and continued. Without this possibility (of communications), the advance would not have been possible in any sense.
It has been shown that in large cities, most people spend approximately 70% of their waking time in some form of communication, whether it is reading, listening, speaking or writing.
COMMUNICATION CHARACTERISTICS
- In it you must use words and gestures appropriate to what we want to convey. Positive feelings are expressed (love, respect, sincerity, sympathy, consideration, esteem, etc.). In communication, they respond with positive feelings and attitudes, in a serene and adult way, even when the messages come loaded with negative feelings and attitudes. Clear, concise and compelling ideas are delivered; with positive feelings; in a timely manner and without interference from physical noise psychological biases.
COMMUNICATION WITHIN HUMAN RELATIONS:
Only through interactive communication can there be Human Relations that ensure a clear understanding between parents and children, teachers and students, siblings with each other, friends, fellow students, colleagues, etc. That is, in all types of activity carried out by man, communication is necessary and with it interaction, since human beings cannot live in isolation because they are by nature a gregarious being.
COMMUNICATION OBJECTIVES
Aristotle defined the study of rhetorical (communication) as the search for "all the means of persuasion available to us." He analyzed the possibilities of the other purposes that a speaker can have; However, he made it very clear that the main goal of communication is persuasion, that is, the speaker's attempt to lead others to have the same point of view.
PURPOSES OF THE COMMUNICATION.
- Not logically contradictory or logically unconscious with himself. Focused on behavior; that is, expressed in terms of human behavior. Specific enough to allow us to relate it to actual communicative behavior. Compatible with the ways people communicate. COMUNICATION ELEMENTS
The basic elements involved in communication are:
- Sender.Message.Channel.Receiver.
The Issuer: It is the source of the information, it is the one who will externalize the communication, so the following details must be taken into account:
- It will present the informative content as close to reality. Separating the real facts from the subjective opinions. Ability, cultural resources, school, etc., and quality of the person who acts as the receiver. The message will be transmitted with the greatest accuracy, clarity and simplicity, so that the reaction produced by its impact is decisive and eliminates any possible resistance to change or any other defense mechanism of the receiver. The Message: Once the first element of the communication has been established, it is convenient to define precisely what has to be said; know it thoroughly, so completely that it is possible to convey the same idea with different words.
There are six requirements that a message must contain, in order to avoid any possible distortion of what it really wants to convey:
- Credibility, that is, the communication established by the message presented to the receiver, is real and truthful, so that it easily discovers the objective of our work and eliminates preconceived attitudes that would distort the information. The purpose of our communication will be to provide useful information that serves to whom it is addressed. For the receiver to understand the content of the message, it will be necessary for us to transmit it with simplicity and clarity. Continuity and consistency. For the message to be captured, many times it is necessary to use the repetition of concepts, so that based on continuity and consistency we can penetrate the mind of the receiver to overcome the possible resistance that he establishes. Adequacy in the middle.In the process of establishing communication with recipients in an organization, it will be necessary to use and accept the officially established channels, even when these are deficient or obsolete. Auditorium layout. The following principle is valid: communication is most effective, the less effort the receiver makes to capture. In such a way, an affordable communication disposes the audience to catch the news, an obscure way that involves great efforts on the part of the receiver, predisposes him negatively to the messages.An affordable communication disposes the audience to catch the news, an obscure form that involves great efforts on the part of the receiver, predisposes him negatively to the messages.An affordable communication disposes the audience to catch the news, an obscure form that involves great efforts on the part of the receiver, predisposes him negatively to the messages.
Channel: By communication channel is understood the vehicle or medium that transports the messages: memoranda, letters, telephone, radio, newspapers, films, magazines, conferences, meetings, etc.
The communication channels are identified in many respects with the lines of authority and responsibility. This is because in traditional organizations, the stream of authority descends from the highest hierarchy to the operational staff.
In any organization there is a delegation of authority to a lesser or greater degree, which implies greater complexity in its hierarchical structure; Now, such circumstances can be controlled by good administrative planning, but when it does not exist, and the levels and channels of communication are reproduced anarchically, it will be noticed that it, both in its ascending and descending direction, becomes slower, and loses agility and effectiveness.
At present, the administration has taken greater care not only that information reaches the employee (downward communication), but also sends it out to other institutions; Thus, to carry out any type of communication, it is necessary to occupy the specific means available to the organization for this function: the communication channels, subject to the forms of interpersonal relationships that occur there; This is how those that can be channels are structured:
- Informal, which arise spontaneously in the organization. They are not planned and follow the currents of sympathy and rapprochement between the members of the organization. They pass from one person to another and are deformed with each transmission. They are made up of rumors, gossip, etc. Formal, which must be planned and structured properly. It can be said that the more formal communication, the less the informal one. These channels can be:
Man occupies these channels for various functions:
- Receive and transmit messages, retain information. Obtain correct conclusions based on truthful information. Reconstruct the past and anticipate certain events. Influence and direct other people and certain external events.
By address, the communication channels are divided into:
- Descending verticals. Ascending verticals. Horizontal or coordinating. Vertical downstream channels
They are based on the authority of the person who commands others, on what they should or should not do; they always come from a boss and are addressed to one or more subordinates. Examples: orders, circulars, bulletins, etc.
Vertical ascending channels
They are based on the double urgency that every human feels to express himself, and the need for the boss to obtain information about the interests and tasks of the employee. Examples: reports, reports, complaints, suggestions, etc. Descending channels are often given great attention and ascending channels are neglected.
Horizontal or coordination channels
They are based on the need to transfer and exchange within the same hierarchical level, information without distortion, ideas, points of view, knowledge, experiences, etc.
The receptor: It is the person who receives and captures the transmitted information; Therefore, it must be taken into account that there is a tendency to develop defense mechanisms in every reception; especially when the information carries out some modification of the status quo in which we live and act; Hence, everything that means change may run the risk of being rejected, consciously or unconsciously producing barriers that hinder the true information, or, failing that, modify it so that this is acceptable. In such a situation, we can talk about the receiver in terms of her communication skills. If he does not have the ability to listen, read and think, he will not be able to receive and understand the messages that the source has transmitted. The culture and situation in the social system of the recipient,their status and behavior affect the reception and interpretation of messages.
Very important is the reaction or response (or lack thereof) of the recipient to the communication. If it is not affected in the planned sense, there may be barriers or distortions, which we will deal with in the next point. To determine whether or not the answer is the desired one, it is essential to observe the behavior of the receiver.
It requires the issuer to get some "feedback."
SERVICE:
Harovitz (1997, p. 3).
It defines the service as "The set of benefits that the customer expects, in addition to the product or basic service, as a consequence of its price, image and reputation."
Fischer and Navarro (1994, p. 185). It contributes that services are "A type of economic good, it constitutes what it calls the tertiary sector, everyone who works and does not produce goods is supposed to produce services."
CHARACTERISTICS OF THE SERVICES:
Albrecht (1988, p. 36) defines them as follows:
- A service cannot drive, inspect, stack, or store centrally.
It is generally provided, wherever the client is, by people who are beyond the immediate influence of Management.
- The person receiving the service has nothing tangible, the value of the service depends on his personal experience If it was rendered improperly, a service cannot be revoked, if it cannot be repeated, then repairs are the only recursive means to satisfaction of the service. client. The provision of the service generally requires human interaction to some degree; buyer and seller meet in a relatively personal way to create the service.
QUALITY:
Imai (1998, p. 10) points out that quality refers to:
Not only to the quality of finished products or services, but also to the quality of the processes that relate to said products or services. Quality passes through all phases of the company's activity, that is, in all the processes of development, design, production, sale and maintenance of products or services.
Stoner (1996, p. 146) contributes that quality:
In the workplace it goes beyond creating a superior quality tailored product at a good price, now it refers to achieving increasingly competitive products and services, this involves doing things right the first time instead of committing errors and then correct them.
FUNDAMENTAL REQUIREMENTS THAT ALLOW SUCCESSFUL QUALITY IMPROVEMENT:
Harrington (1998, p. 17) indicates the requirements as follows:
- Acceptance that the customer is the most important element of the process. The conviction that there is a way to improve. Administrative focus, leadership and participation. The zero error performance standard. Focus improvement on the process, not the people. Recognition of successes. The belief that suppliers can cooperate with us without understanding our needs.
QUALITY DIMENSIONS
Druker (1990, p. 41).
He observed that "Quality is not what is put into a service, it is what the customer gets from it and what they are willing to pay for." In general, the client evaluates the performance of his organization according to the level of satisfaction he obtained when comparing it with his expectations. Most clients use five dimensions to carry out such an assessment:
- Reliability: It is the capacity that the company that provides the service must have to offer it in a reliable and safe way. The concept of reliability includes punctuality and all the elements that allow the client to detect the capacity and professional knowledge of their company In other words, reliability means providing the service correctly from the first moment. Security:It is the feeling that the client has when he puts his problems in the hands of an organization and trusts that they will be solved in the best possible way. Security implies credibility, which in turn includes integrity, trustworthiness, and honesty. This means that it is not only important to take care of the client's interests, but also that the organization must demonstrate its concern in this regard to give the client greater satisfaction. Answer's capacity:It refers to the attitude shown to help customers and to provide prompt service; Also considered part of this point is the fulfillment of the commitments on time, as well as how accessible the organization can be to the client, that is, the possibilities of contacting it and the feasibility with which it can achieve it. Empathy: It means the willingness of the company to offer customers personalized care and attention. It is not only being courteous to the client, although courtesy is an important part of empathy, as it is also part of security, it requires a strong commitment and involvement with the client, knowing in depth their characteristics and personal needs of their specific requirements.Intangibility: Although there is intangibility in the service, it is intangible in itself, it is important to consider some aspects that derive from the intangibility of the service: The services cannot be kept in inventory, if you do not use them, your production capacity service in its entirety, it is lost forever. Human interaction, to provide service it is necessary to establish a contact between the organization and the client. It is a relationship in which the client participates in the development of the service.
PROGRAMS:
MENDOZA GIL, José I. (1998). Page 46
STAGES OF PLANNING IN RELATION TO THE PROGRAMS:
MENDOZA GIL, José I. (1998). Pag. 47 Be aware of the opportunity:
Goal setting:
Formulation of premises:
Determination of alternative courses:
Evaluation of alternative courses:
Selecting a course:
Derivative plan formulation:
Numerical expression of plans through budgets:
After the decisions have been made and the plans have been established, the final step to give them meaning, as already indicated in the discussion on types of plans, is to convert them into budgets to give them a numerical language. The global budgets of a company represent the total sum of income and expenses with the resulting profit or surplus, and include the budgets of larger items on the balance sheet such as cash capital expenditure.
TYPICAL TASKS:
- Performs typing tasks such as: trades, memorandums, forms, various documents, drafts, charts and others. Receive and serve visitors and the general public. Keeps track of his supervisor's hearings Makes and receives phone calls and passes them on to his supervisor Maintains, organizes and manages the general files of the unit.
MINIMUM REQUIREMENTS:
Education and Experience (alternatives)
- Bachelor of Secretarial mention Bachelor plus satisfactory completion of a one-year secretarial course
Knowledge, Skills and Skills Required:
- Knowledge of office procedures and methods Knowledge of organization and administrative procedures Ability to quickly take shorthand dictations Ability to deal courteously and effectively with officials and the general public Microcomputer skills Ability to operate fax.
MOTIVATION:
According to GIL MENDOZA, José 1998
Motivation is a complex and difficult task. It is a systems relationship between many variables, inside and outside the organization, so you cannot expect quick and easy answers to motivation problems. In fact, a lot of ideas about motivation are in conflict, and people take different positions. On the other hand, there are some basic guidelines that are useful to improve motivation.
Motivation is the impulse of a person to take action, because they want to. If you push, people will simply react to pressure. They will act because they feel they must. However, if they are motivated, they will make the positive choice to do something, because they consider that act is important to them.
MOTIVATION AND BEHAVIOR:
STHEPHEN C. LUNDIN, MD, HARRY PORUL, JOHN CHRISTENSE. "FISH" (1996)
The expectation: It is the probability that a person perceives an individual to be able to satisfy a need according to their experience.
Accessibility: Reflects the limitations that a person can find in the environment to be able to satisfy a need.
Human Behavior in Organizations
- The Proactive Man: The behavior of people is oriented towards the satisfaction of their needs and the achievement of their objectives and aspirations, for this reason they react and respond to their environment, either at work or outside of it. Individuals may rebel against or collaborate with the organization's policies and procedures, depending on the leadership strategies adopted by the superior. Man is social: participating in organizations is very important in people's lives, since they lead them to interact with other people or with a group. Man Has Various Needs:Human beings are motivated by a great variety of needs; a factor can motivate a behavior today and yet it may not have the strength or the strength to do it tomorrow. Man Perceives and Evaluates: The experience that man accumulates in the environment is an active process because he selects the data from the various aspects of the environment, evaluates them based on what he is experiencing according to his own needs and values. Man thinks and chooses: Human behavior is active in its purpose, orientation and knowledge, and can be analyzed according to the behavior plans that it chooses, develops and executes to deal with the stimuli that are faced and to achieve its personal goals.
Man Has Limited Response Capacity
Motivation: (according to Juan Antonio Pérez López, 1992). Security executives have no direct line responsibility to employees and supervisors for security so they must rely on motivation to promote the concept of security within the organization. Motivation is the actual initiation of action by the organization's staff.
Mechanist Models (after Jean Manuel Prado)
- How to define the best possible thing that each person has to do in the company so that it works well. How to get each person to know as exactly as possible what they are expected to do and be able to do it. How to get each person to actually want to do what is asked of them, and that depends only on the things that the company offers in return.
Planning, Communication and Motivation
Within the mechanistic model of the company, the motivation of people is seen as a problem about what must be given to a person (and how much) to do a job that the company asks for. It is a problem of what the incentives should be and their amount.
THEORIES OF MOTIVATION.
According to ARTEAGA LANDER, José 1999
To analyze the theories of motivation we are going to make a classification based on the problems that arise in the systematic treatment of motivation and, also, on the ways in which these problems have been treated by specialists. In this way we will be able to talk about: homeostatic theories, incentive theories, cognitive theories, physiological theories, humanistic theories… So we are going to treat each of the currents separately to see if we can find reliable data on motivation.
-Homeostatic explanation of motivation:
This type of theories explains the behaviors that are originated by physiological imbalances such as hunger, thirst… But they also serve to explain the behaviors that originate in psychological or mental imbalances produced by emotions or by mental illnesses that also suppose the reduction of a tension that rebalances the body.
Homeostasis is an organic and psychological control mechanism designed to maintain balance within the internal physiological conditions of the organism and the psyche. It consists of a regulatory process of a series of elements that must be kept within certain limits, otherwise the life of the organism would be endangered.
Thus we know that there is a series of elements and functions that must be perfectly regulated and whose imbalance would have fatal consequences for life; for example, temperature, blood pressure, amount of glucose or urea in the blood… These and other functions are regulated and controlled by homeostatic mechanisms, and each time an alteration arises in one of these elements and functions, the body regulates and balances the situation by putting in place a series of resources suitable for this. Among the most representative authors of this current we can point to Hull, Freud and Lewin, among others.
-Theory of boost reduction:
Impulse is a tendency to activity generated by a need. That need, which is the state of imbalance or internal discomfort, is in turn caused by a lack, by a lack of something, in the living organism.
The root of motivated behavior emerges, in this class of explanations, from some type of imbalance that disturbs the stability or constancy of the subject's inner environment. The internal imbalance can be caused by a deficit of what the body needs for its existence. Such external deficiencies provoke internal states of need, apparently very diverse, but coincident in their disturbing effects. This imbalance causes in the body a demand for rebalancing that does not cease until the deficiency, or even the excess, has been eliminated and replaced by another. Finding out how this demand for rebalancing causes imbalance is what motivational theories based on homeostasis claim.
Within this explanatory perspective of motivation we can highlight representatives such as: Hull, Lewin…
Hull is, without a doubt, the maximum representative of this current. Based on the ideas of
Thorndike on Motivation Hull elaborates his theory. The "satisfaction" of which Thorndike spoke was replaced by "reduction of need" first, and later by "reduction of urge." According to Hull:
«When the action of an organism is a requirement to increase the probability of survival of the individual or of a species in a certain situation, it is said to be in a state of necessity. Given that a need, current or potential, usually precedes and accompanies the action of the organism, it is often said that the need motivates or drives the associated activity. Because of this motivational property of needs, they are seen as producers of primary animal drives.
It is important to note in this regard that the general concept of impulse (D) has a marked tendency to possess the systematic status of an intervening variable or of an X that is never directly observable »
The need therefore acts as an independent variable, giving rise to the impulse. This, integrated in turn with other intervening variables, contributes to forming the evocative response potential of which the behavior is a function:
Behavior = f (sEr) = f (D * K * sHr).
sEr-- potential evocative response.
D-- drive or impulse.
K - incentive motivation or quantity and quality of reward.
sHr-- force of habit.
Emotions fulfill a biological function, preparing the individual for their defense through important changes in the physiology of the organism and triggering the appropriate behaviors that serve to restore the organism's balance. When emotional states are unpleasant, the body tries to reduce them with a mechanism more or less equivalent to that of reducing impulse. That is why authors like Spence consider emotions as motivating factors.
-Psychoanalytic theory of motivation:
This theory is based mainly on unconscious motives and their derivations. Furthermore, according to psychoanalytic theory, the primary tendencies are sex and aggression. The development of sexual behavior follows an evolutionary pattern that involves various object choices until mature sexual affection is achieved. Modern psychoanalytic interpretations find a wider place for ego processes than they did before.
The model of motivation adopted by Freud is a hedonistic model of tension reduction that implies that the main goal of every individual is the obtaining of pleasure through the reduction or extinction of the tension produced by innate bodily needs. Freud's interpretation of motivation is known as psychodynamics, since it gives an explanation of human motives in terms of hypothetical underlying active conflicts. But the main problem with this theory is the lack of empirical data to support it. Even so, it has been very influential within psychology in general and on this subject in particular.
-Incentive theories:
The explanation of incentive motivation is due to authors such as Young, Thorndike, Olds, Mc Clelland, Skinner, Ritcher.
To begin with, it should be noted that there is a deep relationship between the psychology of affectivity and the concept of incentive that occurs when there is a more or less total connection between hedonistic principles and the subject of incentives.
An incentive is an important element in motivated behavior. Basically it consists of rewarding and reinforcing the motive by rewarding it. The monkey who has performed his circus performance immediately expects a sugar cube, the bar waiter expects the tip for a job well done, the boy who has passed all the subjects hopes that his father will buy him the bicycle he promised, … All of these are incentives and reinforcements of motivated behavior. The most important or common incentives are money, social recognition, praise, applause…
An incentive is an incentive to action, it is a motive seen from the outside, it is what is worth to a subject, it is what attracts him. Although attraction may be founded on operations other than affective experience, there is no doubt that the pleasure and pain that individuals experience in their interaction with things form a uniquely deep part of both their appetitive and avoidant behavior. Hedonistic interpretations of incentive have come from the indisputable truth that organisms generally tend to get pleasure and avoid pain.
But these theories also explain how some motives can oppose the satisfaction of basic organic needs and even trigger behaviors that are harmful to the body. This type of motivation for the pursuit of pleasure would explain, for example, the consumption of tobacco, the consumption of drugs…
Young is one of the authors who have most empirically documented the motivating function of incentives, regardless of homeostatic value to reduce a biological need or drive. Young never intended to make the hedonistic theory an alternative to the homeostatic model, whose biological basis was clear to him. In any case, his studies confirmed the fact that organisms can be motivated by the desire for pleasure, as well as those to replace lost energy or reduce an annoying impulse.
Other authors such as Mc Clelland or James Olds also make their contributions to this field. For Mc Clelland: "a motive is an intense affective association, characterized by an anticipatory reaction of a goal, based on the previous association of certain key stimuli with affective reactions of pleasure or pain". On the other hand, Olds studies the pleasure and pain centers of the brain, confirming the great motivational power of affective experiences that have no more immediate function than enjoyment. This can function as an end in itself disassociated from any homeostatic utility or reduction impulse.
-Cognitive theories:
Cognitive theories are, fundamentally, based on the way in which the individual perceives or represents the situation before him. Cognitive theories include aspiration level (related to individual goal setting), dissonance (responsible for the impulses to change associated with disharmonies that frequently persist after a choice has been made), and theories of hope. value (dealing with making a decision when probabilities and cost or risks are taken into account).
Cognitive theories of motivation emphasize as determinants of motivated behavior, the perception of the strength of psychological needs, expectations about the achievement of a goal and the degree to which a correct result is valued. As the most representative authors of this theory we could cite Festinger, Tolman, Weiner, Heider…
Among the numerous theories that highlight the role of cognitive processes in motivation, there are two essentially highlighted: those that make use of those constructs that we have been calling expectations; and those that postulate a dynamic model known as cognitive dissonance.
-Theory of cognitive dissonance:
Festinger describes certain kinds of unbalanced understandings as dissonant that assume that the subject is in tension to avoid such dissonance. The kind of disagreement or disharmony that Festinger is chiefly concerned with is the consequence of making a decision. Under such circumstances there is often a lack of harmony between what one does and what one believes, and therefore there is pressure to change either one's behavior or belief. A dissonant concept of another is nothing but one, psychologically speaking, that for one subject is incompatible with another, in such a way that the acceptance of one implies the rejection of the other, or what is more frequent leads to an attempt to justify a eventual "reconciliation" of both. For example,If a regular smoker reads something about the relationship between smoking and lung cancer, the usual action and new information are dissonant. If you decide to continue smoking, the dissonance will be reduced by not believing the information about the relationship. If you decide to quit smoking instead, you will be a strong advocate for the information about the link between smoking and lung cancer.
-Hope-value theories:
There are several different theories of importance to motivation that are not always considered psychological. Among them are certain types of "decision theories" that have mainly originated in economics. In their simplest terms, these economic theories assume that the individual can assign value or utility to possible incentives, and that he makes his decision according to the assumed risk. You are willing to take a greater risk for something you value more. This is how it could be presented in mathematical terms:
Choice = f (Value, Probability of achievement).
This theory considers that there are a series of mental determinants, which Tolman calls expectations, which would operate as guiding structures for action. The subject anticipates, in a way, the events through thought processes and the hope of reaching the goal is what moves him to action. The goal would therefore function as an incentive. -Physiological theories:
In Paulov's work there is no explicit emotional doctrine, nor was it easy for there to be one in that the activating reticular system was yet to be discovered in an effective way. However, there are two aspects in Paulov's work that show a fairly direct relationship with the problem of motivation. One of them is related to arousal, which is the central concept of Pavlovian doctrine; another, the one that refers to the unconditioned stimulus and the conditions in which it must be administered in order for it to exercise its reinforcing function. Apart from the use of rewards and punishments, Paulov pointed out the importance of the orientation reflex for conditioning, a theme that reached as far as possible in his time the problem of activation and of motives such as curiosity.
The discovery by Moruzzi and Magoun, in 1949, of the activating reticular system, was decisive in giving a tangible physiological basis to the theories of motivation.
-Humanistic theories:
In the case of humanistic doctrines, more than scientific theories, they are descriptions and interpretations of human motives, linked in very different ways to philosophical, phenomenological, and existentialist assumptions. The most prominent representative in this type of motivational psychology is GW Allport (1937-1961), whose detection of the phenomenon of functional autonomy of higher motives in man, difficult to fit into biological models of drive reduction o in the hedonistic explanation, he posed to positive psychology a question that has not yet been fully answered. Allport believes that adult motivations develop from antecedent motivational systems, but they maintain a functional independence or autonomy with respect to them.The law of the functional autonomy of motives therefore makes it clear that one thing is the historical origin of motives and another is their current value. At first, there may be no interest in performing a task, but the law of functional pleasure states that the mere act of performing the function produces pleasure and satisfies the subject.
Maslow, another representative of this group of theories, organizes motivations within a hierarchical scale. When a motivation is satisfied, it occupies the place that, from now on, will be in charge of controlling the subject's behavior.
CHAPTER III METHODOLOGICAL FRAMEWORK
TYPES OF RESEARCH
Documentary research:
The research was of a documentary type because it is supporting all this information with reference to documentation and bibliography such as: texts, encyclopedias, dictionaries, among others.
Descriptive Research
According to Hernández S. RY others, (2000).
Through this investigation, it was possible to detail the different tasks performed by the secretarial personnel related to the attention to the public that requires the services of the Regional Directorate of Social Development of SALUDANZ in order to develop a User Service program.
3.3 TECHNIQUES AND INSTRUMENTS FOR DATA COLLECTION
(According to Sabino Carlos 1992)
The techniques and instruments used to collect data for the research were based on direct observation and structured interviews.
DIRECT AND PARTICIPATORY OBSERVATION
"It is the fundamental technique of research that helps us to perceive the external reality, guiding the collection of data."
NON-STRUCTURED INTERVIEW
It was used to have greater contact with the workers and employees of the company in order to inquire about the subject under study.
INSTRUMENTS
(According to DORRA, Raúl 1998)
"They constitute clear tools to be used in the techniques, whose elaboration must comply with certain characteristics referred to the ease of application, low cost, validity and reliability."
OBSERVATION SCRIPT
This instrument was used in order to record all the information from the observation of the activities carried out by the secretaries and the procedures applied for their execution in order to determine the faults and establish measures to optimize them.
INTERVIEW SCRIPT
This information collection instrument allowed direct contact
with the secretaries who work in the Regional Directorate of Social Development of SALUDANZ in order to determine their impressions in order to guide the constituent elements of the User Service Program of these services.
3.4 PROCEDURE FOR THE COLLECTION AND PRESENTATION OF DATA
The collection, analysis and integration of the data for its subsequent generalization was carried out methodically and especially qualitatively, therefore the research was validated and articulated within the subject and based on the objectives set, following a logical order in the presentation of the results.
OBSERVATION SCRIPT.
- The different facilities and departments that comprise the
- The activities carried out in the Directorate of Social Development
- Administrative Procedures. The functions of the secretarial staff.
INTERVIEW SCRIPT.
- How many departments make up the Regional Directorate for Social Development
- What are the services offered by the Regional Directorate of Social Development
- What are the services of attention to the population offered by the Directorate
- Procedure applied to serve the public? Functions of the secretarial staff of the Regional Directorate of Social Development of SALUDANZ?
CHAPTER IV. DEVELOPMENT OF THE OBJECTIVES
4.1. DIAGNOSIS OF THE FAULTS PRESENT IN THE PROCESS OF ATTENTION TO THE USER OF THE REGIONAL DIRECTORATE OF SOCIAL SALUDANZ DEVELOPMENT.
During the analysis of the procedure applied, in the User Service process of the Regional Directorate of Social Development, several weaknesses that affect the process could be observed, which are listed below:
- The Directorate of Social Development, Information and Public Relations does not have a computerized system that allows access to the different departments of the Government; andThis situation causes most of the procedures to be carried out manually, generating an accumulation of administrative work that causes loss of time and low productivity. There is evidence of a lack of organizational communication between the SALUDANZ Social Development Directorate and the other Governing Directorates, a situation that influences the efficient execution of institutional programs. There is no administrative or organizational communication, there is evidence of a lack of communication and feedback between the different dependencies of the institution. There is no clear differentiation of the functions that the different employees must fulfill, situation that produces an imbalance between authority and responsibility within the work area. Generating excess work for some workers without finding incentives.There are no standards and procedures manuals or Job Description manuals that clearly specify the functions of the different components of the organizational structure. The application of training or professional improvement programs for the personnel working in the Regional Directorate is not contemplated. of Social Development-
HEALTH.
- The dimensions of the physical space are not in accordance with the functions of that administrative area, since this is a very small area for the number of employees who work there, due to this inconvenience, service users cannot be given attention of quality. The application of a bureaucratic management model is evident, due to the fact that there are many employees for the administrative work carried out in this unit.
USER ATTENTION PROGRAM AIMED AT
SECRETARIAL STAFF THAT FULFILLS DUTIES
ADMINISTRATIVE IN THE REGIONAL DIRECTORATE OF SOCIAL DEVELOPMENT OF SALUDANZ BARCELONA ANZOÁTEGUI STATE.
INTRODUCTION:
Comprehensive attention to the citizen is a paradigm present in the constitutional text of the Bolivarian Republic of Venezuela, which must be implemented by all government institutions, so that social programs reach the community quickly, accurately and with a high quality commitment. For this reason, this program represents an unequivocal means to guarantee the establishment and permanence of quality care based on the popular classes, who are the main users of the services provided by the SALUDANZ Social Development Department.
MISSION:
The mission is to ensure the SATISFACTION OF ITS USERS. Serve and satisfy the comprehensive needs of our users in a quality management that favors a debureaucratic, warm and efficient service.
PURPOSE:
SCOPE:
OVERALL OBJECTIVE:
CHAPTER V. CONCLUSIONS AND RECOMMENDATIONS.
CONCLUSION
RECOMMENDATIONS
BIBLIOGRAPHIC REFERENCE
ANNEXES
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