INTRODUCTION
Work is considered as the human effort whose purpose is to produce services and goods for consumption, thought can be considered as the oldest technology and therefore it is essential to try to consider the human factor; This human factor is the result of the interaction of beliefs, values, desires, needs and motivations, and all of these end in a behavior, a way of perceiving reality and adjusting to it.
Since the time of the industrial revolution, little by little, the various forms of human factor management have been changing at an increasingly professional level, and have reached the point of not exerting pressure and giving way to collective decision-making by of the members of the organization.
These changes have been achieved through processes that include activities aimed at helping the organization to successfully adopt new attitudes, new technologies and new ways of doing business. Effective change management allows the transformation of strategy, processes, technology and people to reorient the organization to achieve its objectives, maximize performance and ensure continuous improvement in an ever-changing business environment.
A change process happens very efficiently if everyone is committed to it. Meanwhile, for people to commit themselves, they cannot be "run over" by the process, as if they were something far from it, because they are not. In truth, change happens through people. And, for people to be considered as part of the change process, it is necessary to know their values, their beliefs, their behaviors.
The organizations and the people who are included in it are constantly changing. In organizations, some changes occur because of opportunities that arise, while others are projected. The term development is applied when the change is intentional and projected.
1. THEORETICAL FRAMEWORK
CHANGE PROCESS
Process through which an organization becomes different from what it was at a previous point in time. All organizations change but the challenge faced by managers and, in general, all people in the organization is that organizational change occurs in the direction that interests the organization's objectives. That is why we talk about change management, change agents, intervention for change, resistance to change, etc.
When you want to carry out a process of change, you must take into account that people want the new situation to provide them with the same security as the previous one. While the process progresses without major difficulties, the change continues, but as soon as there are inconveniences, people tend to quickly return to the previous situation and that is why a large proportion of change processes fail shortly after being implemented.
For a change process to be successfully implemented and sustained over time, it is essential to take into account the human factor. People must trust, be motivated and trained, since change is a very hard process, both on a personal and organizational level.
The person who leads the change must ensure that people can do the job better, with less effort and greater satisfaction.
Trust is an essential requirement for a pleasant and cooperative work environment. In this globalized and hypercompetitive world in which nothing seems secure, it is not surprising that trust has almost disappeared from the work environment.
Distrustful employees are less engaged and less effective than trusting ones. Managers who distrust their employees waste their time controlling them and neither focus on their specific tasks and responsibilities.
The motivation of human resources is achieved when both the goals of the organization and those of the people that comprise it are taken into account, creating a true energy that facilitates the change process.
The adaptation of the company to the reality of change has to happen through a process that is actually and effectively occurring. The change should not be authoritarian as this is very difficult to achieve, it should be flexible, with the participation of all staff through small but consistent groups, to allow the process to move forward.
To achieve change, groups must lose fear. With the first achievements that each group reaches, the members experience the satisfaction of the results obtained that they themselves proposed, and from that moment the inertia to change is broken.
To carry out a successful change process, the self-conviction of the organization's managers and the awareness of the staff regarding the need for change is a fundamental premise
THE STAGES OF THE CHANGE PROCESS.
There are three main phases that any transformation process must go through, and they are all inexorably fulfilled
The First is a period of Questioning, Challenging Status, Setting Goals, and Designing. One way or another, we decided that the current way of doing them
The second stage is a period of Change, Clarify, Reinforce. This is where we do the real heavy lifting of Change. We create structures, develop new systems, and begin to foster new attitudes and ways of working.
The third stage is a period of Consolidation, Institutionalization and Evaluation. This is the stage where we make the change permanent. We make sure that our people do not think that it is another “Program of the Month”, but something that will last in the Organization.
We will all go through these three stages, but not necessarily in that order.
ORGANIZATIONAL CHANGE
The word change has become familiar in the most diverse organizations and has become a protagonist of business activity. Today, the paradigm seems to be "whoever does not adapt to change will die along the way."
There is a consensus that change is a reality, that it affects strongly, in fact the only solid thing to hold on to is the certainty that whatever happens today will have changed the next day.
The general environment that surrounds organizations is in continuous movement and is dynamic, it demands a high capacity for survival adaptation. They have to face an unstable environment, of constant change. So to survive and compete you have to adapt to change quickly and efficiently. The change that is made will affect to some degree the power relations, role stability and individual satisfaction within the organization.
This process can be carried out consciously, although it is very difficult to anticipate the effects of the changes; it is possible to clearly choose the direction that facilitates it.
A well-conducted process of change implies achieving a personal transformation, which makes the man more alert, more flexible and that is why he often has to initiate an analysis of internal revision and self-knowledge. In this change, as a lifelong learning process, the top management of our response capacity must be involved.
An important aspect to consider is the natural tendency of people to resist change. You have to create and develop an attitude and mentality open to change, a culture that allows good initiatives to be welcomed, as well as to discard bad ones.
Organizational changes should not be left to chance, nor to the inertia of habit, less to improvisation, they should be properly planned.
THE PROCESS OF CHANGE
The change process basically consists of three stages.
Data collection: determination of the nature and availability of the necessary data and the usable methods for their collection within the organization. It includes techniques and methods for describing the organizational system, the relationships between its elements, and ways to identify more important problems and issues.
Organizational diagnosis: from the analysis of the data taken, it is passed to its interpretation and diagnosis. It is about identifying concerns, problems, their consequences, establishing priorities and objectives.
Intervention action: the most appropriate intervention is selected to solve a particular organizational problem. This is not the final phase of the change process, as it is continuous and a stage capable of facilitating the process on a continuity basis.
THE STARTING POINT FOR CHANGE
Today organizational change is the cornerstone of continuous improvement of organizations. Change is the phenomenon by which the future invades our lives and it is convenient to observe it carefully from the advantageous point of view of the individuals who live, breathe and experience.
People spend their lives waiting for things to change, for the people around them to change and for everything to adjust to their way of being and thinking. But employees can assume the role of leaders within a change process and create a shared vision that mobilizes the organization and its human resources in the change process. The mission of generating the capacity for change, part of permanent self-education, to learn and unlearn and to help others to learn. Learning is change and its starting point is education.
Knowledge is the key to being competitive. Today more than ever, organizations must develop learning capabilities that allow them to capitalize on knowledge.
It is necessary for the worker to assume greater responsibility for their own development, to become an actor in their learning process and to make an effort to define their own needs based on the requirements of the job itself.
A good way to increase effectiveness is by doing things differently from the traditional way, thus incorporating change as a constant in organizational functioning.
Working for work today is a sign of unproductiveness. What is required to be more competitive is dynamism, that is, energy oriented towards the achievement of objectives.
The environment changes and companies are adjusting to new rules such as the integration of efforts, shared benefit, teamwork, the permanent willingness to learn and change, organizations by processes, the flattening of organizational structures, the reduction of hierarchical levels and control points, the breaking down of barriers, the need for communication, self-management and self-development as pillars of change.
Self-development allows people to be able to build new learning schemes.
Self-management leads to each employee being able to plan, do and evaluate their own work without having to wait for their superior to tell them the things that they know should be done for the good of the Company.
Self-management implies:
- Working in teams that require little or no supervision Getting employees to provide good ideas and suggestions Making the company a continually learning organization Making employees feel like they own what they do Getting management to maintain a greater control of the business. That each one of the employees act as a creative and self-motivated entrepreneur. That the company is a pleasant workplace and that in turn offers customers excellent products and services that ensure their permanence in the market.
You must start by wanting the work that is done in the Company, erasing from your mind all the grudges, professional jealousies and envies that are handled in the organizations. We must think that work is part of the mission one has in life and that this is the best opportunity to serve others.
CULTURE AND ORGANIZATIONAL CHANGE
The trends that guide the development of the contemporary world determine the changes, that is, the new attitudes in companies, such as the globalization of the economy, environmental awareness, the acceleration of privatizations, strategic alliances and technological advance. they make up an inescapable set of conditions that affect organizations. The strategy that best interprets the responses to the demands of such a complex and changing environment is summarized in competitiveness.
NATURE OF THE CHANGE IN ORGANIZATIONAL CULTURE
It is inherent in the nature of organizations, that they change over time and, therefore, managers by definition, have to be trying to manage change with a proactive vision.
According to the above, the very survival of an organization may depend on how it adapts the culture to a rapidly changing environment. Based on this premise, organizations that want to be competitive remain in search of excellence, through the acquisition of new knowledge that allows them to keep up with the environment and, in turn, assume the commitment to know the degree of integration and diversification of competences, so that they can use the tools that allow them to structure an adequate portfolio of products and / or services.
Within the framework described above, these are strategies that all management should adopt to achieve success in achieving the established objectives, according to the orientations pre-established by the vision of the organization.
IMPLICATIONS OF CULTURE CHANGE
The change of culture implies a modification of a state, a condition or situation. It is a characteristic transformation, an alteration of dimensions or more or less significant aspects. The current panorama of organizations is full of radical changes and at a rate unprecedented in the history of humanity.
As changes become a permanent and accelerated factor, the adaptability of the organizational individual to such changes is increasingly determining in the survival of any company.
Considering the above as a constant, reality allows us to conclude the following: organizations pose challenges and have shown that the present belongs to those who adapt more aggressively to new realities, that modern management sciences make sense when applied properly, that the challenges of the future are surmountable when you become aware of the role of innovation in a changing environment.
As organizations challenge change, it will be critical that management develop new technologies in order to improve the skills and abilities of individuals.
The essence of senior management is to accurately visualize where the efforts of an organization should be directed, and to move it at the lowest cost. However, doing this is not easy, since there are unforeseen events, and so many possibilities of unique limitations, that it is difficult to face them with rigid schemes - but executing the change with new approaches suggests that change in some way is a phenomenon that presents an unprecedented challenge.
THREE BASIC IDEAS ABOUT CHANGE MANAGEMENT.
First: it consists of the capacity that senior management must have in managing changes, since these imply costs, risks, temporary inefficiencies and a certain dose of trauma and turbulence in the organization. Additionally, they can force senior management to invest time and effort and ignore other key issues for the company.
Second: once the change begins, it acquires its own dynamics and independent of who promotes or directs it, that is, it may happen that in some of the most successful cases of change, the results obtained are consistent with what was initially planned. Although in some cases, what was planned and what was obtained did not coincide completely. This phenomenon is motivated, among other things, by the fact that once the change process is triggered, a series of events, actions, reactions, consequences and effects occur that can hardly be anticipated and completely controlled by those who manage the process. change.
Third: change in a company is a slow, costly, confusing and conflictive process, which normally occurs through certain more or less common stages.
Therefore, it is not only important to design and plan the desired future state, but to deeply analyze the transition state necessary for the organization to move towards the desired goal.
It is important to highlight that change requires a high level of commitment, investment and dedication to achieving the new situation; that without the active participation and support of those who have decision-making power in the company, it is very likely that the change will not be successful or remain unfinished, which can be detrimental to the organization.
Therefore, the changes are the result of the growth of the organizations, in terms of the plans they develop, by the diversification of their actions, specialization of their activities, the leadership of their departments and by the characteristics of the market where they operate and compete.
PROCESS OF PLANNED CHANGE
Organizations with a proactive vision have the ability to perceive and understand changes and the effect they have on the behavior of those who are involved.
PROCESSES THAT MUST OCCUR IN EACH OF THE PHASES TO ACHIEVE CHANGE IN A HUMAN SYSTEM.
Thawing (Invalidation): during this stage the forces in favor of change are generated and consolidated. This is the stage where dissatisfaction with the existing situation reaches a sufficient level to make a decision to change it. Anxiety, worry, and motivation must be high enough to justify the costs of a change. In this stage, the greatest number of opportunities are offered to reduce resistance to change, through the dissemination of information that allows knowing the insufficiencies of the existing situation, the prevailing need to change it and the features of the future situation to be achieved.. Participation is often the best antidote to organizational resistance.
Change Through Cognitive Restructuring: the planned modifications are introduced, starting with those that are easier for the organization to accept, then gradually moving on to changes of greater complexity and scope. During this period, which is usually the longest and most expensive, the problems and dangers that require the most dedication and talent of senior management appear.
New Freeze (Consolidation of Change): this phase helps management to incorporate its new point of view, that is, the necessary conditions and guarantees are created to ensure that the changes achieved do not disappear. The drive of senior management continues to be of vital importance at this stage and the fact of not having this support can lead to a setback in the change process and could even cause the definitive failure of the process.
Establishing lasting changes means starting by opening the locks or unfreezing the current social system, which would perhaps mean a kind of confrontation, or a process of re-education. Furthermore, behavioral advancement becomes a kind of desired change, as in a reorganization. Lastly, they have to be vigilant and take appropriate measures to ensure that the new state of behavior is relatively permanent.
Every change implies, at least for a time, the additional effort of having to learn to cope adequately in the new situation, which is an additional source of work and worry.
REACTION OF THE ORGANIZATION TO THE INCORPORATION OF THE CHANGE
The effects of the change are not automatic, nor necessarily equivalent to what is expected. It operates through change in people; they are the ones that control your results. The feelings and evaluations of those involved, regarding the change, largely decide their reaction.
Consequently, the organizational man is conceived as a being that seeks his integral development from the encounter of his three dimensions: intellectual, affective and social; We speak of organizations such as the vital space that must enable man to develop; And for this development to take place, it must be an organization in need of change.
Organizations must become spaces for communication and reflection, a product of the joint construction of the people who make it up. In addition, consider the change of culture as a continuous learning process framing the man as the center of the development of an organization.
The educational process can be conceived as the process of sharing a culture and / or knowledge, with which the maintenance of the existing culture of the organization is achieved.
No change can be successful without prior planning; furthermore, determine whether these should be initiated by those who really feel the need for change. The influence of leadership may have its limits, particularly in large companies, where senior management is far removed from the functions of management at the operational level.
Whatever the case, when the company is in the process of change, cultural norms must be reoriented by changing the management system, that is, the multiple management processes, the organizational structure and the management style that drives the company.
This situation has created new challenges for senior management; but at the same time it has allowed to release energy and sufficient initiatives that will lead organizations to be competent in the business world.
Competitiveness is a strategy that results from combining entrepreneurship with the ability to continually learn. In a general sense, it can be said that it is an attitude and an aptitude. It is an attitude oriented towards the visualization of opportunities and the control of threats. It is also an aptitude that allows to maintain and increase the preference of clients for the goods or services that are offered.
In a different vein, an interdependence between management and change is perceived: once again it can be argued that managing is synonymous with change. Conventional organizations proposed change projects to achieve a condition of stability and balance. Currently, the change does not seek peace and quiet; on the contrary, it is changed to have a greater capacity for change. Now the change is interpreted as the natural path through which the organizations develop.
The changes have been like instruments of adaptation. Almost all driven by a crisis of mission and strategy of the organizations and, by the need to adapt, more than by any intention of change of the internal organization itself. This perspective reflects that change in organizations is sometimes described as a process of conversion of a leader or leadership that is then transmitted throughout the company.
The above premises allow the statement of the thesis that entrepreneurship and knowledge are the two most important factors that determine the success of organizations.
ORGANIZATIONAL CHANGE FOR GREATER COMPETITIVENESS
The new scenario to which organizations are subjected are hasty changes that demand high flexibility and the ability to adapt to the demands of their environment. In this sense, changes must be understood as permanent challenges capable of ensuring the failure or success of an organization.
Consequently, it is of great importance for companies to know the degree of maturity and disposition that they have when facing the changes. A positive experience is given when it reflects the acceptance by employees of new policies, a positive attitude towards innovation and the success achieved in previous processes.
A key element for the acceptance of culture change is communication. The transmission of values, beliefs through effective communication processes.
The clarity of the expectations is related to the communicational openness in relation to the subject, at all levels of the organization, and the pertinent and timely information on the change process to be implemented.
For many organizations, an organizational change management also means moving from a traditional culture in which bureaucratic, motivational styles and values for power and affiliation prevail, and a climate of conformity; to a culture of performance, where it is possible to contribute new ideas; people can take calculated risks and are encouraged to set challenging goals, through recognition of merit and excellent results.
If the human side of the change process is analyzed to adapt to a more competitive environment, it can be thought that the organizational disposition, the human team and the change implementation process will demand personal characteristics fundamentally oriented to doing a job better and better. with standards of excellence that allow to increase productivity and organizational effectiveness.
In other words, it is essential that people possess a series of competencies directly associated with excellence in their respective areas of responsibilities, in order to guarantee greater competitiveness.
ADVANCE OF COMMUNICATION TECHNOLOGY AS A PROCESS OF CHANGE
“Change is the phenomenon through which the future invades our lives, and it is convenient to look at it carefully from the vantage point of the individuals who live, breathe and experience.
GLOBALIZATION WITHIN THE PROCESSES OF CHANGE
Globalization is considered as a process of change to reduce costs and develop products, generating greater competitiveness in foreign and domestic markets. Globalization requires a dramatic change in the national approach to employment, development and management principles.
Globalization is characterized by strategic unions between industrial conglomerates and, consists of managers being alert when recruiting, selecting prepared people, which becomes the force that drives the organization to achieve its objectives, in addition, that brings the initiative, determination and commitment that produce success to the organization.
Today more than ever, organizations must be generators of learning in order to train and develop capacities that allow them to capitalize on knowledge. This premise has recently become a competitive advantage coupled with the survival of the organization in a highly changing environment.
The globalization of markets, increased competitiveness, rapid and growing technological development, and demographic trends and demands of the workforce, force organizations to rethink and reconsider, under new perspectives, human development.
To take place the processes of change in human beings from the individual to the institutional levels, it is necessary a leadership that takes into account the cognitive, emotional and behavioral aspects that lead the organization to a true transformation.
Finally, the image and the thinking of the leader are essential to give direction to the change process, to achieve coherence in the human team and consistency in decisions, which will make an organization more competitive in a market economy, where everyone must have the same opportunities and the same risks.
HOW TO MANAGE ORGANIZATIONAL CHANGE
The term change management constitutes one of the most relevant aspects of the globalization process of business management, since both the manager and the organization begin to face complex situations of change in their environment that should not be addressed in a dispersed manner., but require a minimum platform that successfully ensures change in the organization.
However, undertaking a change management process is not as easy as one might think at first due to the large number of elements involved, in addition to the fact that for this we must be completely sure that the organization can absorb the changes and, very particularly, that its human resources understand its importance and are actually committed to its performance, bearing in mind that it is a continuous process that must be treated as such and not as something transitory.
On the other hand, it is necessary to carry out a previous diagnosis of the organization that allows to appreciate its true situation and define both its real mission and the strategic guidelines that should guide it, at the same time that it facilitates the identification of those environmental variables that may have a negative impact or positively, on its main management areas, with which possible obstacles, weaknesses and threats could be anticipated, in addition to its own potentialities.
This diagnosis should be based on the formulation of some key questions about the management of the organization, which would allow us to reflect on the aspects that affect its operation: are we doing things well, can we do it better? Is our capacity to respond better than the competition? Are we really prepared to face and assume changes in the environment?
THE ROLE OF THE MANAGER AS A LEADER OF THE PROCESS OF ORGANIZATIONAL CHANGE
Faced with a process of organizational change or reconversion of attitudes, the role of the manager should be to lead the change itself, becoming a visionary, a strategist and an excellent communicator and inspirer of all those aspects that involve the organization, every time This process, due to its magnitude, is only achieved with the commitment of the management team and the entire organization as a whole, being increasingly important to think about reconverting the manager first, since if he is in charge of a willing team to change and does not feel committed to it, said change will not occur as a result of passive resistance (the one in which word changes are supported, but do not participate in them.
For all this, the new realities of the environment are leaving aside the idea of traditional, rigid organizations, requiring today a more participatory, flatter management with fewer hierarchical levels, where there is a greater rapprochement of all those who they integrate it, with a much more active participation of the entire management team in decision-making and with a very particular emphasis on decision-making teams based on functional structures by business areas.
On the other hand, the development of new technologies and the growing rise of the so-called “information revolution” has led to accelerated changes in organizational structures, at the same time that it conditions a new global profile for the manager, where their The main personal characteristics must include a greater capacity to adapt to new circumstances, an international mentality and excellent learning and communication conditions, in addition to having elementary principles such as ethics, honesty and justice, whose valuation is universal.
THE MANAGER AND COMMUNICATION IN THE PROCESS OF ORGANIZATIONAL CHANGE
Every manager of an organization that undertakes processes of management of change or reconversion of attitudes, must take into account that upward communication is much more difficult and less efficient for the achievement of objectives than downward communication, so it is necessary improve the internal channels of the organization, remembering that there can be no true one-way communication.
Although the ability to understand and direct all the processes of the organization is vital to develop effective leadership, the modern manager must not only master the technical, logistical, strategic and financial aspects as a whole, but must give it a very special importance to the human resources of the company. The lead manager has to communicate effectively with his employees, at the same time that he must project the image of the company and objectively evaluate what his staff needs to make it even easier for them to absorb their own corporate identity.
The modern manager must be aware that his performance as a leader is carefully observed by everyone in the organization and outside of it, and it is precisely through his behavior, attitudes and personality that he begins to permeate the corporate image of the company.
On the other hand, the manager must always keep in mind that not only must he know the organization through the information previously filtered by his team of managers (the so-called “staff” of the organization), but that he must be more involved and interested in everyone the aspects, behaviors and internal levels of the organization, without this necessarily implying that it should not delegate responsibilities to said team to analyze problems and situations, manage resources and support the needs of the personnel under its charge.
TEAMWORK
The team concept has its origin in the sports version of the theme. However, this view from sports was incorporated into the organizational sphere in the middle of the last century.
To instill a change in teamwork, it must be taken into account in the first place that people are not obvious but the essence of the team's conception, beyond the objectives for which it was created; without people there is no notion of a team.
Secondly, the starting point to define and differentiate teams is the notion of people articulated as a whole. They are articulated in a complex web of interrelationships that include interpersonal links, the organizational chain of command, context, individual history, etc. This organizational fabric is basted by the function and role of each member. The result is a function of the previously determined objectives. It is the purpose accomplished. At the core of the team is the search for results. People get together, participate, compete, etc. to get results. And these must be measurable.
ORGANIZATIONAL MANAGEMENT
The future of organizations through Human Resources:
The human being dedicates most of his time to work, and working, he relates to others, learns and improves skills. There are many definitions of work, but perhaps the one that is present in organizations is one that considers work as human effort whose purpose is to produce services and goods for consumption. This is achieved through the use and implementation of ideas, tools and machines; hence thought can be considered the oldest technology and therefore it is essential to try to consider the human factor.
The way of understanding the human factor in organizations has evolved: At first it was considered as a productive factor, today it is characterized as a strategic element in organizations.
An organization in which the human beings that comprise it are not involved in the organizational project and without a common philosophy, is often the victim of inefficiency and job dissatisfaction and is probably doomed to failure. Therefore, concern for HUMAN MANAGEMENT should not be a passing fad, but should be a vital chapter in the development of any organization, in this way the organization ensures labor well-being and quality of life at work.
Understanding the people who work in the organization is more complex than it can be appreciated. The human sciences go beyond the rules and techniques used by engineering and physics, in organizations there are no universal rules. The human being is the result of the interaction of beliefs, values, desires, needs and motivations and all these conclude in a behavior, a way of perceiving reality and accommodating to it.
People have always been pressured to function in organizations. Little by little, the various forms of management have become more professional and have changed to the point of not exerting pressure and giving way to collective decision-making by the members of the organization. Human Resources management is the result of the interaction of three elements basically: environments, organizations and the members of the organization themselves. During the last decades, human resources management has undergone a series of changes both at a conceptual and practical level. This change has been caused by the attitudes of the members of the organization, both in joint work and in the organization in which they work.and it constitutes a key variable that affects the very possibility of achieving the organization's objectives.
The approach is managerial in nature. There is a search for equitable, flexible and integrated labor relations to increase productivity, improve efficiency, create company culture and ensure total commitment to meeting social and business objectives, within the changing labor framework. The purpose of the personnel is the integration of the person and the organization.
The function of Human Resources has evolved from disciplinary and normative positions, passing through a more technical stage, to the present in which the integral development policies of the members of the organization are prioritized.
The need to adapt quickly to constant changes reinforces the idea of the growing importance of the human factor. What differentiates an organization that is successful from another that does not have success is, above all, people, their enthusiasm, their creativity. Everything else can be bought, learned, or copied.
The current models of organizational management present a common denominator: they all seek alignment between human resources and organizational management, each managing their own approaches, objectives and strategies.
This common denominator is reflecting that the need to achieve this alignment has become a key factor that the organization seeks to achieve success both in its internal management and in its external negotiations.
What can we understand by strategic alignment?
They are the organizational management actions that allow us to direct the human resource as a unified set to the strategic objectives that the organization wants to achieve. In a single word it is intended that they have unidirectionality towards the strategic objective.
The essence of the strategy is that all employees work in the same direction. To be effective, it must communicate. It used to be kept secret, but this is a mistake. Any professional in the company must understand basic strategy. Communicating it is a fundamental role for the CEO. The best CEOs are teachers. They teach strategy, talk about what the company stands for, and help employees, suppliers, and others relate their actions to it.
This unidirectionality that both companies and consultancies want to manage and achieve is based on various assumptions of benefit.
The most important of all and from which others are practically detached is that people are the only ones capable of generating value to the organization. Human resources as a generator of value is a concept that has been imposed in practically the entire management process since Michael Porter formulated his concepts on strategy and value generation in the early 1980s.
We can say that we are on the right track, because we have already managed to discover that the organization's strategy is only fulfilled if all human resources know and understand it and that this process of aligning ourselves together in the direction of the strategy is key to success organizational.
As a consequence, the issue of commitment to strategic values has also become important, which is nothing other than understanding, valuing and putting into action the best practices through which the organization manages to reach the strategic objective.
This new management approach with strategic alignment practically covers all aspects of the business, which means that human resources as a whole are the fundamental actors that create and implement the planning of business objectives and work processes, leading them to obtain favorable results for all: shareholders, clients, collaborators, market, etc.
| Model | Management objective | Focus | Input | Benefits |
| 1.Strategic planning | Plan organizational actions in alignment with your vision and mission | Plan | Organizational planning | Have a planning that allows to achieve strategic objectives |
| 2. Dashboard | Carry out a balanced strategic management | Plan, Process, Result | Effective managerial leadership | Improve financial results based on balanced management |
| 3.Knowledge Management | Optimize resources and add innovation to processes and results | Plan, Process, Result | Knowledge spiral generation | Turn knowledge into value |
| 4. Talent Management | Lead the market | Plan, Process, result | Attraction and retention of top talent | Generate creativity and innovation |
| 5. Competency management | Lead the organization to success | Plan, Process, Result | Achieve greater organizational competitiveness | Guide to organizational success |
| 6. Quality Management: Malcolm Baldridge Award | Compete in global markets | Process | Carry out management processes based on standards of excellence | Achieve global competitiveness |
| 7. Management of Intellectual Capital | Accounting for and capitalizing on human capital prospects. | Outcome | Expand the asset base with intangibles | Increase the financial value of the organization |
KNOWLEDGE MANAGEMENT
The Nonaka-Takeuchi Model (1999) is currently the most complete to carry out knowledge management. They propose - a new style of management, which they call center-top-down management, that is more suitable for creating organizational knowledge than traditional models. In the new model, mid-level executives play the central role in managing the knowledge creation process, taking the initiative to engage executives “up” on the organizational ladder, as well as top employees. line that are “down” in the organization.
Although they recognize that with the new organizational designs, mid-level executives are the ones that are most diluted or disappear as their own level in the organization, the knowledge approach is not based to formulate its proposal both in the position in organizational structure or in the status as rather in the role they play.
They say that: -the conceptual framework developed by mid-level executives is considerably different from that developed by senior managers, who provide the direction where the company should go. In the center-bottom-up model, managers generate a vision or dream, while mid-level executives develop more concrete concepts that front-line employees can understand and apply. Middle-level managers try to resolve the contradiction between what top managers want to create and what exists in the real world. In other words, the role of top managers is to create a great theory,while mid-level managers seek a mid-range theory that interprets it and that they can test empirically within the company with front-line employees.
For them, therefore, achieving alignment will consist of the three groups being able to reconcile their positions, but as this process can be complicated, they have designed a knowledge management model that allows strategies to be proposed and worked together, spread them throughout the organization and achieve that becomes both personal and organizational knowledge.
TALENT MANAGEMENT
Talent Management according to the Consultancy Hay Group, Spain (2001) -is a strategic management approach whose objective is to obtain maximum value creation for the shareholder, the client, the professional and society. Talent management is carried out according to the consultant, capturing, developing and retaining individual talent and organizational talent.
This talent is the one that is aligned by putting itself at the service of strategy, clients, the market and the environment.
It is carried out through a set of actions aimed at having at all times the level of capacities, commitments and actions in obtaining the necessary results to be competitive in the current and future environment.
The recruitment or retention of talent will depend on the strategy of each company and can be measured through unwanted rotation and the contribution of value from professionals.
In addition to the company providing a clear strategy so that individual talent can add value to it, it is necessary for the company to also provide a series of facilitators who allow this talent to be recognized, committed and effectively directed to the strategy.
These facilitators will also allow individual talent to become organizational talent. If this does not happen, the talent loses motivation and commitment and goes to another company where it can deploy it.
Among these facilitators for the attraction and retention of talent are: The organizational climate, organizational leadership, culture, management systems, relationship systems and compensation.
COMPETENCE MANAGEMENT
Mark Scott (1999) in his work on core competencies revisited, tells us that -the companies that will prosper in the next decade will be those that focus their resources most decisively on activities that drive value creation. To make this happen in practice, everyone in the company must clearly understand how they contribute to creating shareholder value. The coordination of all the functions of the company and the recognition of its fundamental competences will allow to offer sustainable benefits for the shareholder even in the most competitive sectors.
In his book The Value Creation Process in the Company, he offers a useful tool to ensure that managers at each and every level fully understand how the organization creates value and how they can influence that process. Scott also emphasizes the need for managers to have a good understanding of the company's core competencies and capabilities before deciding whether or not the markets in which they compete are attractive.
According to Pablo Cardona and Mª Nuria Chinchilla (1999) -management skills are an essential tool to ensure the competitiveness of companies in the new global economy. Each company must define the competencies it deems necessary to develop its distinctive competence and fulfill its mission. Once the competencies have been defined, the company must design a system for evaluating them that allows detecting the deficiencies and development needs of its managers.
The competency development process is made up of external and internal elements, which interact dynamically and require an appropriate context. Companies that have learned to evaluate and develop the competencies of their managers will be better able to face the continuous challenges that the environment presents.
They classify managerial competencies into three groups: strategic competencies that refer to a manager's ability to relate to the external environment of the company. These include business vision, problem solving, resource management, customer orientation, effective relationship network, and negotiation.
Intra-strategic competencies are related to the management of the organization's internal environment and among them are communication, organization, empathy, delegation, coaching and teamwork.
Finally, the skills of personal effectiveness that refer to the habits of a person with their environment, among which are proactivity, self-government, personal management and personal development.
As Mitrani (1992) points out, the fact that an organization has developed and differentiating competencies in its staff constitutes the only guarantee that the company achieves organizational competitiveness.
Quality management. Malcolm Baldridge Award of Excellence Version
This model of excellence intends that the processes of the organization are oriented towards the strategic organizational objective. The organizational result depends on the alignment of its processes. In summary, an organization has excellent management if:
- Manage all your processes: leadership, clients, people, planning, etc. in an efficient and effective way. These processes must be aligned with the organizational objectives. It is capable of generating comprehensive results (financial, clients, people, shareholders, etc., based on the application of efficient methods to manage the organization's processes.
Management excellence models seek to evaluate the quality of an organization's processes and the results achieved with these processes. The model uses seven criteria to assess excellence in management. These criteria have to be accompanied by data and facts. If there are no quantitative and qualitative data, the evaluation in the criterion would be zero.
These criteria are: Leadership, Strategic Planning, Customer and Market Orientation, Information and Analysis, Personnel Orientation, Process and Results Management. To qualify for the award, companies must adhere to a criteria evaluation table whose maximum score is 1000.
In the staff orientation criterion, the award examines the way in which the organization manages:
- The development and use of the potential of the staff The work environment The support for the worker Excellence in performance Participation
It even assigns people a central role in generating results in the organization, mentioning that it is the people in each of the processes in which they carry out their activities that generate these results.
INTELLECTUAL CAPITAL MANAGEMENT
Skandia is the pioneer company in the world in managing intellectual capital.
Skandia had been studying intellectual capital for almost four years, under the leadership of Leif Edvinsson.
At the base of Skandia's model (1994) was according to Edvinsson - the idea that the true value of a company's performance lies in its ability to create sustainable value by pursuing a business vision and its resulting strategy.
Based on this strategy, certain success factors can be determined that must be maximized. These factors in turn can be grouped into four distinct areas of focus:
- Financial.Clients.Process.
Renovation and development the same as in a fifth area that is common to all the others.
- Human
Finally, within each of these five areas, many key indicators can be identified to measure performance.
Edvinsson (1997) assures us that we are already in the second era of intellectual capital, that of application and capitalization. Application, because for the rest of this decade, and from then on, hundreds of thousands of companies around the world, large and small, will adopt this new way of measuring, visualizing and presenting the true value of their businesses.
They will do so because intellectual capital accounting alone recognizes what counts in the modern economy of fast-moving, knowledge-intensive corporations.
- Strong and long-lasting business relationships within networked partnerships.
- Durable customer loyalty.
- The role of key employees, on whose knowledge and competence the future of the company rests.
- The commitment of the company and its employees to learn and renew themselves over time.
- And more than all the character and values of a company, a crucial tool for investors and executives when they study mergers, acquisitions, alliances, hiring of personnel and partnerships.
- The Skandia Navigator, and the accounting value scheme of the components of intellectual capital on which it is based is the first systematic effort to discover these factors and set the key indicators to establish its metric system.
AREAS GENERATING CHANGE IN HUMAN RESOURCES ADMINISTRATION
The areas that generate change in the Human Resources Administration are: technological, sociological, commercial, political, and economic.
1. Technological scope:
The discovery and implementation of new technologies has made it possible to profoundly transform society. Informatics, office automation, telecommunications, biotechnology, etc., have given rise to new and varied products and a profound revision of the administration systems in companies.
2. Sociological scope:
The appearance of new professions and careers, until now little or nothing considered and the strong development that others have had, whose field of application was very limited, together with the improvement of communications in a broad sense and the impact that this phenomenon has had on The company-worker relations have given rise to a higher level of knowledge, a consequence of the proliferation of contacts between experts, allowing in turn a broader specialization, a better fluidity in the information and more accuracy of the methods used in the Prediction of the future, which allows decision-making in advance in business administration and management.
3. Commercial scope:
Technological changes have facilitated flexible production and / or service systems that manage to obtain new products, both for mass consumption and specialized, that offer satisfaction to new needs, real or individual, that today's society has, the improvement of quality, Planned obsolescence, modern marketing strategies or new purchasing systems, including the acquisition of products or services by computer means and the payment of purchases made by electronic systems, have caused a true revolution in the commercial field, which greatly influences companies and the behavior of today's society.
4. Political scope:
The collapse of the political system of the Eastern European countries, with the confusion that it has produced in the parties of similar ideologies in some nations, is producing mutations in society, the effects of which are difficult to predict in the short term. This could imply a redefinition of ideological positions that would modify the political and perhaps union conception of the 21st century society. The changes that have occurred worldwide have had a great influence on the management of human resources in companies, especially in the quality and professionalism of the staff.
5. Economic scope:
The crisis the world economy is going through, a consequence, in part, of the financial crisis, is characterized by heavy indebtedness in developing countries, together with high inflation rates that are practically similar for all nations in the world. Third World. This causes high deficits in debt payments which, in turn and like a “whiting that bites its tail”, creates great financing needs; in the business sector, even causing, in some countries, declines in their income in recent times.
All this has repercussions in a significant decrease in the profits of employers and, as a consequence, in imbalances in the labor markets, registering unemployment rates comparable only to those of the time of the crises of the 1920s.
The speed at which, nowadays, new products are developed that enter to compete in the market is increasing. For their part, companies aspire to be professionally more competitive in order to improve their position in the national and international market, trying to find new products and / or services and forms of organization, which forces them to redefine or redesign strategies, objectives, new ways of working and greater flexibility. This important objective cannot be reached exclusively, by incorporating the so-called new technologies, but it is necessary to have adequate, motivated and trained human capital, capable of understanding and carrying out different responsibilities; therefore and with increasing emphasis,The need to train and overcome the human capital required by the new company is being recognized, not only to update their knowledge, but also to improve learning methods based on the application of new technologies to training and staff development.
Recognizing this need and in view of the growing demand for knowledge in the fields of business administration, new technologies are being progressively incorporated into postgraduate training, integrating multimedia and telematics techniques into the different specialization programs, masters and doctorates..
The management literature indicates, with practically total unanimity, that current and future companies have human resources as the decisive factor in their success or failure.
This growing importance makes it necessary to know the most advanced business practices in human resource management and the gap that this area presents in Latin American companies.
The human factor is a basic and strategic element of business management practice. It is basic because the correct human execution of the plans developed depends on its efficient administration. It is strategic because organizational changes cannot be carried out, logically, without the assistance of the people who have to carry them out.
In this sense, a dynamic perspective of HRM in companies is proposed, the management of change as a way of obtaining the involvement of workers in fulfilling the mission, vision and objectives of the company, which means that the practice The HRM addresses three fundamental elements:
- First of all, the person. The person is a "resource" of the company, with the ability to interpret, decide and seek their own satisfaction. Secondly to the working conditions and compensation. The contribution that people have to execute and in correspondence with their performance will be the reward for their work. In this sense, human resource management is a function that looks in two directions:
1. Seeks to relate people with different positions and the job needs that they demand.
2. Try to relate people according to criteria of competence and motivation. Here the compensation conditions come into play. It is affirmed that the practice of assignment (filling job vacancies) and integration of personnel (accepting people in positions) is a tool to relate people to work plans and objectives. For this reason, HRM is a strategic function: its mission is to place competent and motivated people in the necessary time and place.
- Third to the company's human resources management system (HRMS). Modern HRM is carried out according to systems that, for its effective operation, must be subject to practices and criteria to control its results and update its techniques.
The HR function is a way of treating the human talent of the company and as such, it works to obtain and develop human resources, according to the technical and social needs of operation. In other words, the HR function has the mission of assigning and integrating human talent into the cultural frameworks of the company's organizational division.
The function of integrating corresponds to the cultural policy within the SGRH, so its objectives are to be able to:
a) Provide the company with the necessary competence and commitment according to the position and organizational sector.
b) Maintain the collective cognitive structure of the company so that it can provide the individual satisfactions and the expected collective benefits.
Assigning and integrating have the same end goal; namely, to make a specific organizational structure function technically and socially. The HRMS must have a series of attributes that enable the effective performance of the work, these are classified in relation to the qualification required for the performance of the work; This attribute is considered to be decisive, but in the case of workers it must have an additional complement, which is motivation. In addition, the person is required to have the ability to adapt to changing or innovative situations, and therefore adaptability is also a major factor. Starting from the essence of work, in the new century where the trend is that the worker is linked to the company physically and emotionally,Companies have to assume the initial training of their personnel and their specific adaptation to the activity they carry out, the culture and the values of the organization. This training is carried out, both in the workplace and outside of it and is not exclusively oriented towards the specific task that it performs, but rather has a multidisciplinary nature.
A fundamental strategy that organizational management uses is teamwork.
2. CONCLUSIONS
1. Current conditions have determined that beyond a simple causal relationship between organizational culture, change, and the impact of technology on human resources management, there is a reciprocal link between all the elements, which generate challenges implicit in the challenges that every organization must face.
2. The previous premise allows us to highlight that business management makes sense to the extent that challenges are successfully overcome, for which a large dose of creativity is required to manage and control the ever-changing environment.
3. Investment in the training and updating of personnel is another aspect of special significance, in order to make it the axis and motor of the transformation processes.
4. The complexity of the current environment, on the other hand, saturated with competition, social problems, demanding clients, rigid environmental laws, and immersed in a growing process of globalization, makes working today insufficient. It is necessary more than ever to think and rethink organizations, give them a sense of direction, redesign or optimize core processes, develop suitable organizational structures so that these processes work in a timely manner, aggressively use cutting-edge technology that helps to materialize the vision outlined for the organization. Working for work today is a sign of unproductiveness. What is required to be more competitive is dynamism, that is, energy oriented towards the achievement of objectives.
5. The failure of change efforts in many organizations has been based on not taking into account, beyond rhetoric, the staff as the center of transformation and in not achieving an adequate balance between their adaptation and changes in the processes.
6. It is imperative that senior management fully understand the cultural values required in their organization so that they can promote and reinforce them through an action plan. Once this distinction has been made, what needs to be changed must be defined to determine the favorable or unfavorable aspects of the organizational culture.
7. The human resources manager must be able to support change, considering it as a strategic tool for achieving organizational success. This means being strongly business-oriented, facilitating processes, having customer orientation, and being able to anticipate and act proactively. That is, maintaining a vision of the future to anticipate changes and the skills to plan, manage and evaluate the consequences of them.
8. Organizations must maintain managers with a vision towards efficiency and effectiveness, based on an assertive philosophy of change, which allows them the possibility of creating new paradigms based on personal development to achieve continuous improvement.
9. It is very important to bear in mind that organizational change implies the management of the most precious resource of a company and its management is not the exclusive responsibility of a specialized organizational unit, but in the first place it involves administrators at all levels.
3. REFLECTIONS
1. Change happens through people. And, for people to be considered as part of the change process, it is necessary to know their values, their beliefs, their behaviors.
2. All organizations change but the challenge faced by managers and, in general, by all the people in the organization is that the organizational change occurs in the direction that interests the organization's objectives.
3. For a change process to be successfully implemented and sustained over time, it is essential to take into account the human factor. People must trust, be motivated and trained, since change is a very hard process, both on a personal and organizational level. The person who leads the change must ensure that people can do the job better, with less effort and greater satisfaction.
4. The motivation of human resources is achieved when both the goals of the organization and those of the people that comprise it are taken into account, creating a true energy that facilitates the change process. The adaptation of the company to the reality of change has to happen through a process that is actually and effectively occurring. The change should not be authoritarian as this is very difficult to achieve, it should be flexible, with the participation of all staff through small but consistent groups, to allow the process to move forward.
5. To carry out a successful change process, the self-conviction of the organization's managers and the awareness of the personnel regarding the need for change is a fundamental premise
6. The general environment that surrounds organizations is in constant motion and is dynamic, requiring a high capacity for survival adaptation. They have to face an unstable environment, of constant change. So to survive and compete you have to adapt to change quickly and efficiently. The change that is made will affect to some degree the power relations, role stability and individual satisfaction within the organization.
7. A well-conducted process of change implies achieving a personal transformation, which makes the man more alert, more flexible and that is why many times he has to initiate an analysis of internal revision and self-knowledge.
8. It is necessary to create and develop an attitude and mentality open to change, a culture that allows good initiatives to be welcomed, as well as to discard bad ones.
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