In the second half of the 21st century in an uncertain and changing environment in the economic and geopolitical field, organizations must adapt to changes, but to do so successfully they must have adequate administrative management, which allows them to develop, invest, promote research. in the development of new products or services in order to be more competitive in the market and to be increasingly efficient and effective.
One of the topics of wide debate regarding administrative management in organizations is that there is a perception that companies that are administered by the State are generally inefficient and ineffective. However, I consider that this perception is wrong, given that the cause of poor management in companies managed by the State does not lie in their nature, but in bad administrative management practices, such as: corruption, political domination in management positions, the inexistence of meritocracy, the lack of participatory management, a deficient process of incorporation of personnel, deficient management of the remunerative administration, among others.
Consequently, in various countries of the world when a state company works badly or presents problems, voices appear calling for restructuring. In order to analyze this issue, taking as a precedent my opinion on the cause of poor administrative management in state companies, I will take as an example the case of the Peruvian state company Petroperú.
As is public knowledge after continuous cases of oil spill in the Norperuano Pipeline, the president-elect, Pedro Pablo Kuczynski, announced that the state-owned Petroperú will be restructured when he enters the government, although he made it clear that the oil company will not be privatized and will continue in the hands of the Peruvian State.
"We need an urgent restructuring of Petroperú because now the pipeline is closed, basically it has not been maintained on time and they are elementary things in any corporate structure," he emphasized after an oil spill about a month ago.
Along these lines, Kuczynski assured that it will not be privatized, on the contrary in his management, the state one will be modernized to prevent oil spills from continuing to occur in the jungle. "We are not going to privatize Petroperú but we are going to modernize it," he said.
Regarding such statements, I must point out that I agree that Petroperú needs an urgent restructuring, but for this we must be clear that this restructuring must be carried out correctly, that is, in a technical and not political way, let us remember that the organizational structure refers to the way in which the activities of an organization are divided, grouped and coordinated.
In this sense, the structure of Petroperú, like any organization, must respond to the proposed strategy, taking into account the internal and external environment, being a critical success factor: flexibility and the ability to react quickly. There must be a flexible organizational structure capable of evolving according to the challenges that the market presents, anticipating possible future scenarios.
This is only possible to achieve with personnel capable of working in conditions of uncertainty and who are well managed in multidisciplinary teams. Therefore the importance of valuing in this process the most important asset of any organization, the human resource.
Therefore, we can conclude that, like Petroperú, many state companies in Peru and the world may need a restructuring to be efficient and effective, but taking into account that this process must be carried out, respecting the technical principles of administrative management..
