SUMMARY
This work has been developed at the School of Hospitality and Tourism (EHT) of Granma.
His research object was the study and evaluation of the actions of the process for the formulation of the strategic projection of the entity, with the objective of carrying out said projection in this organization until 2006, supporting the hypothesis that such event, with the leading participation of the cadres, will enable the improvement of their thinking and strategic role and will provide a useful tool necessary for their successful conduct in interrelation with the changing environment. All this is very new and topical.
The Development has three chapters, which have been summarized for this space, collecting the fundamental elements that were achieved in it. The first corresponds to the statement of generalities about strategic direction and is the theoretical framework that supports the subject that the work addresses. The second covers the field and the background of the research and in it a brief characterization of the organization that served as the basis for its development is made. The third chapter, whose results are those that are presented in the main in this case, addresses the method and the results achieved and in it the details of the process developed to achieve the formulation of the strategic projection of the center are exposed and supported. is,with which the proposed objective is fulfilled and the fulfillment of the hypothesis is demonstrated.
The Conclusions summarize, among other fundamental aspects, that the process developed with the leading participation of the cadres has endowed the EHT with a strategic projection not yet shared, due to the non-involvement of the generality of the teachers, workers and students, and has contributed to the improvement of the preparation of those in essential elements of the strategic approach of the direction, which, however, is very insufficient in the latter. It is also concluded that the Organizational Culture and the Values to be shared show some unfavorable nuances that must be properly addressed. It means that in the EHT there is a predominance of Opportunities and Strengths. It is emphasized that the formulated projection is not static,making it possible to improve it to temper it to the requirements of the changes that take place.
METHOD AND RESULTS. STRATEGIC PROJECTION OF THE GRANMA EHT UNTIL 2006.
The present work refers to the process developed to formulate the strategic projection of the EHT, to comply with the proposed objective and demonstrate the proposed hypothesis.
For this, the Materialist-Dialectical Marxist-Leninist method has been used, complemented with observation, analysis and synthesis and the inductive-deductive one, as well as with a set of techniques that served as the basis for exploring the strategic model used, and in which the directors and specialists of the School played a leading role, who contributed their knowledge and experiences, in the workshops carried out for the analysis and approval of the elements covered by the projection, which in practice expressed their unconditional support in the training process, as well as in clarifying doubts, logistics, offering the necessary information, etc. All of this corresponds to the methodological assumption of these models, which demands from the bosses the role of main actors.
The organizational culture was defined, essential support of the strategic projections, we worked with a total sample of 40 elements randomly selected from the strata exposed in Table No.1, taking into account what is indicated in this regard by the Sample program, Version 3.0, working it with a sampling error of 5% and a probability of success of 95%.
|
Strata |
Total population |
Sample 5/97% |
|
Leaders |
7 |
3 |
|
Teaching workers |
41 |
17 |
|
Non-teaching workers |
47 |
twenty |
|
Total |
95 |
40 |
Table No. 1. Strata and sample sizes for the determination of Organizational Culture.
For the study, surveys were applied to the sample, which allowed us to know the Culture that currently prevails in the School, which is the following:
“IN THE ENTITY, THERE IS A TENDENCY TO SOMETIMES STIMULATE THE FACT THAT MANAGERS AND EMPLOYEES ARE ENTERPRISES, INNOVATIVE AND RISKY. ON THE OTHER HAND, ACCURACY, ANALYSIS AND ATTENTION TO DETAIL ARE STIMULATED ONLY SOMETIMES.
THE STIMULATION OF PEOPLE PREVAILS MORE FOR THE RESULTS THAN FOR THE TECHNIQUES USED.
MANAGEMENT'S DECISIONS ARE REGULARLY MADE TAKING INTO ACCOUNT THEIR REPERCUSSION ON THE MEMBERS OF THE ORGANIZATION, ALTHOUGH IN CERTAIN OPPORTUNITIES TO A LESSER EXTENT, THIS APPROACH IS OBVIOUS.
IN A GENERAL SENSE THE WORK IS NOT ORGANIZED AROUND THE GROUPS, ALTHOUGH IT IS SOMETIMES DONE THIS WAY.
ENERGY AND COMPETITIVE PEOPLE FUNDAMENTALLY STIMULATE THEMSELVES SOMETIMES AND TO A LESSER MEASURE ON A REGULAR BASIS.
ORGANIZATIONAL ACTIVITIES THAT MAINTAIN THE STATUS QUO ARE REGULARLY STIMULATED INSTEAD OF THOSE THAT ENCOURAGE THE GROWTH OF THE ORGANIZATION. "
Obviously in this culture there are characteristics that are presented at unsatisfactory levels in relation to the requirements of a strategic management approach. It is the task of the entity's cadres in the first order, the improvement of these characteristics as appropriate, either in themselves or in the rest of the workers for the achievement of a culture that allows drawing a strategic projection in accordance with it.
The TRADES developed by the EHT were defined.
IDENTITY
The identity proposal finally approved by consensus in a workshop developed for this purpose, was essentially based on the elements captured in the organization's environment through interviews with various external stakeholders belonging to organizations and entities with which the School's link is fundamental.. The defined Identity was the following:
“WE ARE THE GOVERNING CENTER FOR THE TRAINING AND TRAINING OF HUMAN RESOURCES IN THE TOURISM SECTOR IN THE PROVINCE, RECOGNIZED FOR THE SIGNIFICANT CONTRIBUTIONS WE MAKE TO THE SAME IN THIS SENSE.
WE OFFER OUR CLIENTS ACADEMIC AND RESEARCH SERVICES ACCORDING TO THEIR NEEDS IN VARIOUS SPECIALTIES AND AT DIFFERENT LEVELS, IN COLLABORATION WITH OTHER HIGHER CATEGORY INSTITUTIONS. WE HAVE A CLOISTER OF TEACHERS IN CONTINUOUS IMPROVEMENT, THAT GUARANTEES THE QUALITY TEACHING THAT CHARACTERIZES US AND THAT IS SO RECOGNIZED BY THE CLIENTS. WE HAVE THE HOTEL-SCHOOL THAT SERVES AS A LABORATORY AND PLAYS AN IMPORTANT ROLE IN THE QUALITY OF THE TRAINING OF OUR GRADUATES, IN WHICH WE OFFER SERVICES THAT DISTINGUISH US BY THE DIDACTIC COMPONENT AND THE MEANS THAT WE ARE ALLOWED TO BE, WHAT WE WILL SEE MORE DEMANDING IN THIS SENSE.
OUR STAFF IS RECOGNIZED FOR THEIR ENTHUSIASM, CONSECRATION AND WILLINGNESS TO ACHIEVE EXCELLENCE IN ALL AREAS OF WORK INHERENT TO THE CENTER.
ANOTHER ELEMENT OF OUR IDENTITY IS THE LOGO CREATED FOR THAT PURPOSE AND THAT DISTINGUISHES US IN ALL AREAS AS A SCHOOL OF HOTEL AND TOURISM IN THE TERRITORY. "
MISSION
In the workshop itself where the identity proposal was evaluated, the mission already defined by the entity was validated when working on the introduction of Management by Objectives.
The mission reformulated and approved by consensus, is the following:
“THE HOTEL AND TOURISM SCHOOL, THE GOVERNING CENTER OF THE TEACHING OF TOURISM IN GRANMA, CONTRIBUTES TO THE DEVELOPMENT OF THE TOURISM SECTOR IN THE PROVINCE THROUGH TRAINING, TRAINING AND ADVICE TO THE HUMAN RESOURCES OF THE SAME SERVICES, WITH THE MOST EXCELLENT GUARANTEES OF THE SAME SERVICES. HIGH DEMANDS FROM CUSTOMERS AND SUPPORTED BY A HOTEL-SCHOOL WITH TEACHERS AND STUDENTS WHO, THROUGH AN ORIGINAL AND INTEGRATED TEACHING-EDUCATIONAL PROCESS, KEEP COMMITTED TO THE VALUES OF OUR SOCIAL PROJECT. "
SHARED VALUES.
After making a reminder about the importance and meaning of this concept and its relationship with the organizational culture, the Brainstorming and List Reduction was used to arrive at the values.
* 1. Honest and Supportive Attitude.
* 2. Sense of Belonging.
* 3. Unconditional Professionalism.
* 4. Transmission of the Best Values and Image of the Homeland.
* 5. Orientation to Results and Continuous Improvement.
* 6. Commitment to Sustainable Development.
* 7. Orientation to Teamwork.
* 8. Innovation and Risk Assumption.
After conceptualizing these values, to avoid ambiguities, we proceeded to apply surveys to the stratified and random sample of 40 members of the entity, which made it possible to determine, as can be seen in Table 2, that the values from 1 to 6 are Shared, although in some cases at levels that in practice can be assumed as desired. This is especially the situation of the one referred to the “Sense of Belonging”, regarding which 82.5% consider it to be Low; Also in the cases of the "Honest and Solidarity Attitude" and the "Commitment to Sustainable Development" 92.5% consider that they are manifested at medium levels.In the Table itself, it can be seen that those relating to "Orientation to Teamwork and" Innovation and Assumption of Risks "are considered not to exist and are therefore still desired. It is worth mentioning that we agree that the use of this procedure provides more objective and useful information than that resulting from the generalized practice in the country, which is limited to speculation about what the state managers who present the Values in the organization believe. that they define as Shared, without doing the necessary study in this regard.which is limited to speculation as to what the state managers who present the Values they define as Shared in the organization believe, without making the necessary study in this regard.which is limited to speculation as to what the state managers who present the Values they define as Shared in the organization believe, without making the necessary study in this regard.
|
Shared values |
No. of workers who consider it HIGH |
% |
No. of workers who consider it MEDIUM |
% |
Number of workers who consider it LOW |
% |
Number of workers who consider that it does not exist. |
|
Honest and supportive attitude |
3 |
7.5 |
37 |
92.5 |
- |
- |
- |
|
Sense of belonging |
one |
2.5 |
6 |
fifteen |
33 |
82.5 |
- |
|
Unconditional professionalism |
38 |
95 |
two |
5 |
- |
- |
- |
|
Transmission of the best values of the Homeland |
36 |
90 |
4 |
10 |
- |
- |
- |
|
Results-oriented and continuous improvement |
39 |
97.5 |
one |
2.5 |
- |
- |
- |
|
Commitment to sustainable development |
3 |
7.5 |
37 |
92.5 |
- |
- |
- |
|
Guidance to teamwork |
- |
- |
- |
- |
- |
- |
40 |
|
Innovation and risk taking |
- |
- |
- |
- |
one |
2.5 |
39 |
Table No.2: Results of the Questionnaire to Assess the Degree to which the Defined Values are Shared in the EHT.
It was clear the responsibility of the management team of the School to pay special attention to this important issue in order to achieve through concrete actions, in which exemplary nature is present, that the generality of the managers and workers internalize and make their own these values, so that they really contribute to the organizational culture and are essential support for the fulfillment of the mission and the strategic projection in general.
The skills and groups of those involved were defined for the projection that is being worked on.
KEY RESULTS AREAS.
They were approved as such:
1. Political-Ideological Formation.
2. Teaching.
3. Development of Human Resources.
4. Maintenance, Insurance and Investment.
5. Economy.
6. Computerization.
EXTERNAL AND INTERNAL ANALYSIS.
The threats, weaknesses, strengths and opportunities of the EHT were defined.
THREATS.
A1.Lack of priority in the development of the tourist pole of the territory.
A2.Lack of lines of action of the Headquarters for the work of the EHT on all fronts.
A3.Existence of teaching and / or research centers with offers similar to the sector in the territory.
A4.International economic situation.
OPPORTUNITIES.
O1.High tourist value of the territory (nature, culture and history).
O2.Tourist training needs of the territory.
O3. Social importance of the EHT for the sector in the province.
WEAKNESSES.
D1. Insufficient infrastructure for teaching and limitations on investments.
D2. Insufficient methodological teaching preparation of a part of the cloister.
D3.Instability of the workforce in some areas.
D4 Lack of systemic approach in management.
D5. Insufficient budget for the center's activity.
STRENGTHS.
F1.Guiding role of education in tourism in the territory.
F2. Have the Hotel Escuela.
F3.Quality in economic control.
F4 Unity and enthusiasm of the collective.
F5. Well-equipped Information Center with a variety of services.
F6.Relationships with other educational institutions in the territory.
F7.Professional technical preparation of personnel.
Once this was done and starting from the MEFE and MEFI matrices, the SWOT Matrix was elaborated:
Table No. 3: SWOT matrix. Results of the analysis of the impact on the mission of the different combinations of forces.
From here the problem and the general strategic solution were defined.
GENERAL STRATEGIC PROBLEM.
"Given the impact on the EHT of the international economic situation, the existence of teaching and / or research centers with similar offers of services to the sector, as well as the lack of priority in the development of the tourist pole of the territory and the lack of lines of action of the Headquarters for the work of the EHT on all fronts, taking into account the insufficient infrastructure for teaching and the limitations in investments, the insufficient methodological teaching preparation of a part of the faculty, the insufficient budget for the activity of the center, the instability of the workforce in some areas and the lack of a systemic approach to management, although we rely on the leading role in the teaching of tourism in the territory, on the availability of the Hotel Escuela,in the technical and professional preparation of the personnel, in the fact of having a well-equipped Information Center with a variety of services, in the unity and enthusiasm of the group, in the relations with other educational institutions in the territory and in the quality of control economic, the opportunities associated with the social importance of the EHT for the sector in the province, as well as the needs of tourist training of the territory, and the high tourist value of the same will not be able to be properly taken advantage of. "The opportunities associated with the social importance of the EHT for the sector in the province, as well as the tourist training needs of the territory, and its high tourist value will not be able to be properly exploited. "The opportunities associated with the social importance of the EHT for the sector in the province, as well as the tourist training needs of the territory, and its high tourist value will not be able to be properly exploited. "
GENERAL STRATEGIC SOLUTION.
Also for the writing of the SEG, the logic proposed by Yáñez (72) was followed in the order of employment of the different groups of forces, in this case FOAD, as well as the relative importance of each one of the factors.
The elaborated proposal was also analyzed in a plenary session of the workshop in which the PEG was evaluated, and the following text was approved by consensus:
“Relying on the guiding role of teaching tourism in the territory, on the availability of the Hotel School, on the technical professional preparation of the staff, on the fact of having a well-equipped Information Center with a variety of services, on the unity and enthusiasm of the group, in the quality of economic control and in relations with other educational institutions in the territory, to take advantage of the possibilities associated with the social importance of the EHT for the sector in the province, the needs of tourist training in the territory and its high tourist value, to reduce the effects of the international economic situation, of the existence of teaching and / or research centers with similar offers of services to the sector,of the lack of priority in the development of the tourist pole of the territory and the lack of lines of action of the Headquarters for the work of the EHT in all fronts, and to eliminate the weaknesses related to the insufficient infrastructure for education and limitations with investments, the insufficient methodological teaching preparation of a part of the faculty, the insufficient budget for the center's activity, the instability of the workforce in some areas and the lack of a systemic approach to management. "the insufficient methodological teaching preparation of a part of the faculty, the insufficient budget for the center's activity, the instability of the workforce in some areas and the lack of a systemic approach to management. "the insufficient methodological teaching preparation of a part of the faculty, the insufficient budget for the center's activity, the instability of the workforce in some areas and the lack of a systemic approach to management. "
The most likely scenario was defined and based on this the vision of the institution. From there, the strategic objectives for the triennium were determined.
STRATEGIC OBJECTIVES 2004 –2006.
For reasons of space, only one of the objectives is brought to work, those collected by all the ARC.
I. ARC: POLITICAL IDEOLOGICAL TRAINING OF HUMAN RESOURCES.
Strategic Objective No. 1. Preserve and raise the revolutionary morale of the cadres, workers and students of the center, achieving high political and social recognition.
MEASUREMENT CRITERIA.
1. Satisfaction of no less than 95% is achieved in personalized political-ideological work, which is manifested in an increase in the suitability and development of human resources.
2. The political updating of 100% of the workers and students of the center is achieved, through weekly information meetings and training actions in this regard at levels not lower than 4 per worker.
3. No less than 98% of the corresponding measures are executed, according to the results of the revolutionary moral workshops.
4. One course per year of ideological political content is coordinated and carried out that guarantees the updating in this sense of 100% of the cadres and reserves of the center.
5. 100% of the cadres comply with the Code of Ethics and no less than 98% of the teachers comply with the Code of the EHT.
6. 100% compliance with the plans of the Martiana Chair is achieved, which guarantees the promotion of knowledge and love for the Master's work.
7. The transparency and rigor of 100% of the selection and admission processes is guaranteed, as established by Resolution 24, endorsed by not declaring any claim and the progress of the Teaching Unit of the Polytechnic of Commerce and Gastronomy is consolidated, achieving the rotation by the EHT of 98% of its students.
8. 100% transparency is guaranteed in the examinations and in the issuance of degrees that are carried out at the center, backed by the non-presentation of irregularities in this regard.
9. The Hotel Escuela is positioned as an institution that creates values and 95% satisfaction is achieved in this regard.
10. The training agreements with the Public Health Directorate are fulfilled and the execution of 100% of the planned actions is guaranteed.
11. It is achieved that 100% of the cadres and workers who enter the center do so through transparent and incorruptible processes.
12. The Elpidio Sosa Contingent is consolidated in the province, obtaining more than 95% satisfaction in the surveys carried out to hospital personnel and students.
DEGREES OF ACHIEVEMENT BY YEARS.
|
No. Measurement Criteria |
CM indicators |
U / M |
2004 |
2005 |
2006 |
|
one |
Satisfaction with custom PI work | % |
93 |
94 |
95 |
|
two |
a) Updated workers PI
b) PI Training Actions per worker |
% Qty |
95 two |
98 3 |
100 4 |
|
3 |
Execution of measures according to TMR results |
% |
90 |
95 |
98 |
|
4 |
a) Coordinated and executed courses
b) Tables and reserves that participate |
Qty % |
one 100 |
one 100 |
one 100 |
|
5 |
a) Satisfaction with compliance with the Code of Ethics of the Boards
b) Satisfaction with compliance with the EHT Teachers Code |
% % |
95
92 |
97 95 |
100 98 |
|
6 |
Fulfillment of the plans of the Martiana Chair. |
% |
92 |
95 |
100 |
|
7 |
a) Claims declared without place
b) PCG students who rotate through the EHT |
% % |
100 85 |
100 90 |
100 98 |
|
8 |
Reliable exams and titles |
% |
100 |
100 |
100 |
|
9 |
Satisfaction with strengthening values |
% |
90 |
95 |
98 |
|
10 |
Compliance with training plans with S. Pública |
% |
91 |
93 |
95 |
|
eleven |
Entry of cadres and workers through transparent processes |
% |
100 |
100 |
100 |
|
12 |
Satisfaction with the Elpidio Sosa Contingent |
% |
90 |
92 |
95 |
EVALUATION CRITERIA ACCORDING TO THE DEGREE OF ACHIEVEMENT.
Very well |
If, on average, CM 1, 3, 9 and 12 are notably exceeded and the rest of the measurement criteria are met 100% on average |
| Well | If, on average, CM 1, 3, 9 and 12 are met at 100% and the rest of the measurement criteria are met at 90%, on average. |
| Regular | If not less than 85% are met, on average, measurement criteria 1, 3, 9, and 12 and are met to not less than 70%, on average, the rest of the measurement criteria |
| Wrong | Whenever the parameters established for the Regular are breached |
STRATEGIC OPTIONS OR STRATEGIES.
1. MAIN MASTER STRATEGY: MAIN TASK OF THE SECTOR.
Continue advancing in the main task of preserving and raising the revolutionary morale of the leaders and workers of the sector, in such a way that in any case the healthy, safe and sustainable tourism that the country requires is guaranteed.
2. MASTER STRATEGY: ECONOMIC-FINANCIAL EFFICIENCY.
Increase economic-financial efficiency in such a way that in any case, income is increased and cost per weight is reduced.
3. MASTER STRATEGY: HUMAN RESOURCES AND ORGANIZATIONAL SYSTEM.
Improve the development of human resources and the organizational system in which they operate in order to enhance this strength.
4. MASTER STRATEGY: COMPUTERIZATION.
Develop the computerization process in the center in a comprehensive manner so that it encompasses all teaching and support departments.
Specific strategies were defined for each of these master strategies and the action plan was developed.
CONCLUSIONS
From the work carried out, the following conclusions emerge:
1. It has been possible to formulate the strategic projection of the EHT for the triennium 2004-2006, with the leadership of its managers, a process in which they have improved their knowledge and skills on the strategic approach of management.
2. The participation of teachers, workers and students in this process has been insignificant, which is why it cannot yet be considered as a shared strategy, which should be achieved in the implementation stage that is to take place imminently. A serious difficulty for these purposes is the fact that they do not have the minimum necessary training in this regard.
3. New features of this work within the Tourism school system are the study and precision, as part of the projection, of the Organizational Culture, Identity, Trades and Skills to be trained in graduates and, in the case of Necessary values to guarantee the success in its implementation, the determination of which are Shared and which are Desired, from the application of a Questionnaire for this purpose to a stratified and random sample of managers, teachers and workers.
4. The study carried out on Organizational Culture and Values showed, in both cases, unfavorable nuances, because they were not in tune with the requirements of the necessary success in the implementation of the projection.
5. The analyzes carried out, associated with the realization of the strategic diagnosis, supported by the MEFE and the MEFI, show that Opportunities and Strengths prevail in the EHT.
6. As it is not the objective of this work, the current situation and / or behavior of the Organizational Structure, the Management Methods and Styles and the Control System has not been properly studied, which together with the Organizational Culture are recognized as support factors for success in the implementation of the projection.
7. The projection formulated does not have a static character and consequently it is feasible to improve it taking into account the circumstances that prevail in its implementation.
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