1. INVESTIGATION PROBLEM
Is an Integrated Organizational Management System important to know and design smarter organizations, aware of their inherent socio-environmental responsibility, and efficient in managing resources to maximize opportunities and minimize risks to and from the environment?
the-organizational-management-of-environmental-character1.2. Systematization
- How to plan the organization? How to direct and manage the foundation? What concepts, instruments and administrative tools should be appropriated? How to project the organization towards a competitive environmental management? Under what principles should environmental thought and action be guided?
ID
2. JUSTIFICATION
Organizations are social systems, both formal and informal, and are built on the basis of mutual interest and satisfaction of needs. As a system, the organization incorporates the idea that the environment is subject to dynamic changes and the parts of the system are interdependent and are / are subject to changes from the other parts.
Perhaps there is no human activity that is more important than managing, because every administrator, at all levels and in all kinds of organizations, has the basic task of designing, establishing and maintaining an environment in which people can achieve group goals with the least amount of time, money, materials and with the greatest personal and group satisfactions. With regard to the interactions of the environment, it is clear that the environmental manager cannot carry out his task, correctly, unless he understands and responds to the various elements of the environment in any organization, its threats and opportunities or weaknesses and strengths of different order.
Within the established social organizations, whether of an environmental, economic, cultural and technological nature; Many of the new administrators are beginning their professional careers with the expectation of changing their MODUS OPERANDI. Consequently, these professionals are fighting for political, social and economic activities to occur, supported by different public and private entities, in order to promote the integration of environmental dynamics in local and regional development, advise environmental development processes, efficiently apply the different management instruments, streamline training for comprehensive environmental management and promote a culture of sustainable development in all sectors of society. For this purpose, administrative theories of various kinds,general systems theory, quality and environmental management provide organizations with a framework to achieve more consistent and reliable comprehensive environmental management. With the implementation of an Integrated Organizational Management System, the foundation becomes aware of all its environmental aspects and not only those that are regulated by current legislation, that is, it is designed to attend all facets of operations, activities, products and services that may have an impact on, or interact with, the environment.With the implementation of an Integrated Organizational Management System, the foundation becomes aware of all its environmental aspects and not only those that are regulated by current legislation, that is, it is designed to attend all facets of operations, activities, products and services that may have an impact on, or interact with, the environment.With the implementation of an Integrated Organizational Management System, the foundation becomes aware of all its environmental aspects and not only those that are regulated by current legislation, that is, it is designed to attend all facets of operations, activities, products and services that may have an impact on, or interact with, the environment.
Within the approach of the Integrated Organizational Management System, the way in which an organization faces its environment competitively is recognized without separating each of its functions in a particular way, but with a holistic vision and understanding of it.
The implementation of the Integrated Organizational Management System will produce a gradual cultural change within the foundation. This is a reasonable expectation since the system will require a growing perception, education, training, and occupation on the part of individuals to understand and respond to the environmental and competitive aspects of the environment.
3. OBJECTIVES
3.1. GENERAL
Design an Integrated Organizational Management System in the GESTAR Foundation for Sustainable Development for the fulfillment of its environmental, social and economic obligations.
3.2. SPECIFIC
3.2.1. Carry out a strategic organizational diagnosis in the foundation.
3.2.2. Formulate an environmental action plan and organizational management.
3.2.3. Build a measurement system for the foundation's operational and environmental management.
3.2.4. Provide the foundation with a proposal for the Integrated Organizational Management System.
4. FRAME OF REFERENCE.
4.1. OBJECT OF STUDY
The foundation is a private, civil, non-profit organization, its corporate name is the Foundation for Sustainable Development GESTARThis organization is made up of students and graduates of the Faculty of Environmental Sciences of the Technological University of Pereira. It was legally created on March 3, 2000 in the city of Pereira by act of constitution in a general assembly presenting a total number of 41 founding partners. Registered with the Chamber of Commerce, on March 30 of the same year, under number 3,149 with which, and in accordance with Decree 2150 of 1995, the Superintendency of Industry and Commerce grants authorization to exercise and certify its existence and legal representation. Similarly, the National Tax and Customs Directorate assigns the tax identification number Nit 816.000.4390-6 and the commercial registration number 501474-15.
As an organization, the highest decision-making body is the General Assembly, which is the one who approves and enforces the statutes. The Board of Directors is made up of the following positions: president, vice president, general secretary, treasurer and executive representative of the partners. The organization in its beginnings developed planning workshops in which the statutes and a corporate presentation were built, then the organic structure was elaborated supported by an organizational development department, a research and project management department, both supported by an information system managerial. In these workshops, function manuals were built, in addition to generating project lines and dynamics, the organization was diagnosed and development and action plans were generated for the year 2000 - 2001.
4.2. THEORETICAL FRAMEWORK - CONCEPTUAL
As a basis for the establishment of an Integrated Organizational Management System, it is necessary to know the most important contributions of administrative theories, general systems theory, and quality and environmental management systems; in such a way that they provide a frame of reference towards the knowledge of different elements within organizations such as: structure, competencies, people, technology and the environment.
4.2.1. CLASSIC SCHOOL
Among the main contributions of this school are:
Obtain an atmosphere of group harmony, consolidate the cooperation of individuals, develop the full capacity of all individuals in favor of the particular and collective well-being, perform the division of tasks according to individual strengths through personnel administration, achieve training and research within the human resource for improvement, support decisions in information and documentation in such a way that they survive in the organizational memory.
4.2.2. SCHOOL OF BEHAVIORAL SCIENCES OR SCHOOL OF HUMAN RELATIONS
Its main postulates are based on:
Establish human resources as fundamental in the administration of organizations, foster and maintain relationships between individuals for the collective good, carry out group interaction towards participation in the decisions of the organization, consider the wishes of association and personal improvement of the individuals, motivate and support workers in their performance.
4.2.3. CONTEMPORARY SCHOOL AND THE ADMINISTRATIVE PROCESS
In this current, thinkers are distinguished who for their doctrine took ideas and aspects from other schools to achieve a certain balance, obtaining a synthesis of each one, for which they resorted to the classical and human relations schools, among others. Its stages are synthesized in:
Rescue the importance of the establishment and fulfillment of organizational objectives through collective commitment, the administrative process must have a value system that seeks to obtain concrete results, highlight the importance of the measurement and evaluation of organizational performance and highlight the role of the communication within organizations.
4.2.4. GENERAL SYSTEMS THEORY.
The application of the general theory of systems in organizations is called the systemic theory of organizations, in which the organization is conceived as an open system and also as an input-output energy system, in which the energy from the Result reactivates the system. All social systems consist of a pattern of activities of a number of individuals, if the pattern or paradigm only occurs once or at independent intervals, one could not speak of organization. The systemic approach makes it possible to “examine the stability or recurrence of activities, in relation to the energy input of the system, the transformation of energy within the system and the resulting product or energy result”.
In this way we can understand the organization as a set of elements, interrelated with each other and with the environment that surrounds it. And likewise, the aspects that the concept of the system involves in organizations can be revealed:
- An open system. Outwardly delimitable. Performance and purpose oriented. A network of subsystems. Survival oriented.
In the same way denote the characteristics that support the four key functions of an organizational system:
Stability: that allows the system to integrate people and ensure its operation by routines and rules.
Adaptability: so that the system is capable of dynamically evolving in the face of change in the environment.
Efficiency: whereby the system meets its objective with the least possible effort compared to other systems.
Synergy: for the global system to act to a greater extent than the sum of its component parts.
4.2.5. QUALITY AND ENVIRONMENTAL MANAGEMENT SYSTEMS NTC ISO 9000 & ISO 14000.
ISO 9000 provides supplier organizations with a means to demonstrate to client organizations the achievement of quality requirements; highlights the achievements of a supplier organization in providing overall performance in relation to quality objectives. Its structure mixes administration activities, process requirements and verification requirements. Both ISO 9000 and ISO 14000 include elements of commitment and responsibility for the management, documentation and administration of the system, auditing, operational and document control, training, monitoring, measurement and corrective action.
Environmental management is a systematic approach to environmental care in all organizational aspects. Implementation of this approach is normally a voluntary process. However, organizations evaluate the benefits of adopting environmental management not only in financial terms, but also the risks of not adequately treating environmental aspects.
Environmental management systems are framed in the NTC ISO 14000 voluntary application standards, which allow an evaluation of all the systems that make up the organization's structure, evaluate the products and / or services generated, and systematize and integrate environmental protection in the overall management of the organization in order to achieve consistent compliance with internal and external requirements.
The central elements of the standard are:
- Environmental policy, in which the commitments acquired by the organization are publicly expressed, and is in turn a frame of reference to define environmental objectives and goals Planning, where environmental aspects are identified as legal requirements, and it is established an environmental program to meet objectives and goals. Implementation and operation, where "who does what" is determined, training and information is provided, documentation and operations control is carried out, and emergency preparedness and response is defined. Verification and corrective action, It covers records, monitoring and measurements as well as system audits. Review by management, which includes formal and informal supervision of the administration system.
4.2.6. INTEGRAL MANAGEMENT
Integral management is the art of integrating all facets of the management of an organization in an attempt to move towards greater competitiveness.
To obtain a comprehensive management system, it is necessary, at a first level, to formulate a strategy, to define where the organization should go and how to achieve its objectives, which is obtained by answering three questions:
- Where is the organization? Where does it want to go? How are we going to achieve those goals?
Secondly, it is necessary to carry out an organization, define and delimit its structure and its functions or competences; in such a way that this organization can support or support the strategy in the most efficient way. "Structures follow strategies."
In the third and final level, it is necessary to create and promote an organizational culture that allows people to be encouraged and dynamizes the organization to support the strategy, this represents an element that gives identity to the organization, makes it different from the others, for this it includes values, beliefs and behaviors.
4.2.7. INTEGRATED ORGANIZATIONAL MANAGEMENT SYSTEM. I FOLLOW
A system is conceived as the set of interrelated elements, among which there is a certain cohesion and unity of purpose. Integrated as the operation that includes the necessary functions for the fulfillment of a general objective. Management as the group of actions aimed at achieving or solving something. And organizational as the meeting of people in associate form.
Conceptually speaking, the Integrated Organizational Management System (SIGO) is the set of related and cohesive administration tools, in order to determine the actions aimed at achieving a goal or end, for the effective fulfillment of what is planned and efficient in what has been done by the organization.
The SIGO is a methodological construction of a stage in an organization such as the Foundation for Sustainable Development GESTAR, based on different and important contributions from the administration to provide the necessary tools that contribute to the fulfillment of organizational objectives in a holistic way. an ideal work environment, where the foundation for the competitive and responsible transformation in the market towards effective environmental management is systematically merged.
The SIGO defines the organizational instruments grouped into: people, ideas, functions and activities that are part of the administrative process of the GESTAR Foundation for Sustainable Development. The process begins with the purpose of the organization expressed collectively and participatively by the members of the foundation. The organizational role is determined, in addition to the understanding of the environment in which it operates, making a strategic diagnosis to understand the current situation through the identification of available resources and real needs, as well as activities and mechanisms planning to achieve a balance between the two. Data are obtained and reviewed to carry out the situational analysis in a systematic way, identifying the impact of activities,products or services on the environment and the various interest groups such as customers, partners, competitors, the community, the organization, etc.; in the present as well as in the future through a forecast of where the initially taken course would lead us.
In a prospective analysis, an approach is made to the future strategies to be implemented, with the establishment of priorities and the selection of alternatives. Predetermining the course to follow either in the short, medium or long term, in a remedial or preventive way throughout the organization; measuring the possible results comparing them with the objectives, to establish if it is really the path that leads to the enhancement of the internal aspects in order to competitively face the local environmental market.
In the same way, the participatory and concerted formulation of the corporate orientation is validated, which seeks to promote a collective conscience through adequate training to obtain competent personnel, aware of their knowledge, functions, responsibilities and what each one represents. in the global scheme of the foundation, towards the genesis of an environmental culture where everyone is directed and directed in a unified way to the organizational development in search of the satisfaction of both collective and individual objectives of environmental improvement.
The planning of the courses of action will be built from the strategies generated, for which they will be evaluated and developed later in the development plan and in the operational plan, fulfilling the objectives determined to achieve that each administrative and operational level is committed to each one of them.
The SIGO recognizes the importance of generating organizational structures, not working on existing ones, since the structures must be created from the established course, orientation and direction. In this way, it is intended to create a flexible and versatile, highly efficient structure where there is participation, empowerment and an excellent flow of communication and information; all this without displacing hierarchies or allowing the abuse of authority. A structure aware of its competences, obligations and responsibilities, with a clear vision of the activities that each team and individual must carry out.
Finally, SIGO, in order to develop a continuous and flexible organizational improvement process, ensures the evaluation, corrective actions and feedback that guarantee monitoring and control over all the functional and organizational aspects of the foundation, where the importance of creating a system is highlighted. measurement of both operational and environmental management that allows the foundation and its members to know the environmental, social, economic, cultural, political and technological aspects that generate dissatisfaction, hinder the fulfillment of the objectives and degenerate the operation; on which actions must be investigated and developed to prevent and correct them.
KOONTZ, Harold. ADMINISTRATION. A global perspective.
Katz and Khan. The Social Psychology of Organizations. 1966
Katz and Khan. 1977
Zimmermann, A. Management of organizational change. 1998
Ibid.
SALLENAVE, Jean Paul. The Integral Management. 1994
Chandler. Business video collection. Cease. Incolda. Sta. Faith of Bogotá. nineteen ninety five
Chandler, Alfred. Strategy and structure. 1962.
Download the original file
