Resilience… Definition of power… Leadership and Emotional Intelligence organizations › Mega Resources

Administration of human resources in organizations

Administration of human resources:

1. Resilience
2. Definition of power
3. Leadership and Emotional Intelligence organizations
4. Really effective leadership
5. Leadership teams
6. Team organization
7. Groups, teams and organization
8. Delegating: the dilemma want but can not
9. 6 things you should not do if you want to generate commitment and achieve results on your computer (based on a true story!)
10. Diamond management practice
11. How to lead with leadership?
12. Public accountant values are integrity and transparency
13. How to delegate effectively
14. The 5 fundamental practices of exemplary leadership
15. Notions of power and leadership

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[ 1 ]

Resilience

"Resilience" is a concept that was first used in relation to metals. It is said that is the ability of a given metal to resist and be flexible to certain tests that were experienced with him, for the purpose of checking the quality of it and to recover its original state.
Human resilience is, then, that we possess inner driving force; the "natural" ability of each of us to tolerate the hardships of life; to be able to turn them into challenges, new opportunities to strengthen.
The "resilient" people are people committed themselves, the "control" of the circumstances permitted and, above all, be "open" to accept the changes as they interpret experiences as an essential part of their lives living; that is, of their own existence.
Draw your the following questions:
How can we develop the ability to "resilience"?
How can we discover our inner strength to advance on the adversities own ?.
Undoubtedly, the answer is in the "self - discovery"; . to start the path to knowledge of our Being
This will happen gradually, as we know our own virtues and strengths; recognizing our weaknesses; encouraging express our talents and achieve.
Essentially begin to value and recognize valuable; It is to forgive the mistakes and start seeing them as learning; It is to stimulate creativity in us; It is treasuring relationships with others, as a mirror of our own relationship with ourselves; it afford to let feelings flow without constrain them and open communication to the heart, which is never wrong.
It is to learn to ask for "help" and extend that support to others as a chain of love that builds and progresses.
It is laugh at adversity. Ridiculing the fear of not able to solve. Humor is finally an attitude of positive thinking, is based or column where the "resilience" (or our own ability to overcome all obstacles that may arise in our lives) is established.
By this I mean the ability to "resilience" is linked to the interaction we have with our environment because in this way it becomes possible development. The better our relationship with others and make opening sensitivity, there will be greater understanding, support and res-breastplate that will strengthen the ability to overcome adverse circumstances, improving our "ability to respond" or "response-ability".
It is "resilient" is to be a person aware of his individuality and identity. Really know who we are, it is to recognize our own essence to have res-placed (and decisions) relevant to these "learning opportunities" (as we might call adversity).
Adversities test our "self-leadership". On many occasions, most of us at some point in life have come to bottoming out , perhaps hopeless. Often, too, we have heard that pain makes us aware to improve ourselves or get up from falls.
It is also true that our positive condition to life reduces the chances of us "risks" in adversity.
Faced with adversity, know how to make right choices is to be aware that every event is an opportunity, a challenge to strengthen. The interior light is what will make us overcome every situation, learning from them.

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[ 2 ]

Definition of power

Power means the capacity, actual or potential, to influence others in the desired direction.

The nature of the influence

Various individuals or groups within and outside the organization can exercise power. The EMPLOYEES as individuals, including the highest officials and media management, analysts and technical specialists, support staff and other administrative workers can not influence the measures taken in an organization to achieve its goals. Formal groups of employees, such as various departments, teams, management committees, teams for tasks or employee unions and informal groups, such as workers with adjoining offices or have social relationships with others, they can also exercise power. People who are not employees of an organization can also try to influence their behavior and their members. The owners, suppliers, customers, competitors, employees associations (p. Eg. Trade unions and assoc. Professionals) the general public, and the directors of the company may exercise a power that will affect the organization.
People can exercise their influence in different ways. They can have a regular or constant influence, as when middle managers demonstrate their authority to subordinates. They can also exert their influence periodically, when unusual circumstances arise, for example when a labor contract expires or there is a change in the technological or economic environment. The influence can also be directed toward individuals, groups or even concrete facts, or more generally, can be focused towards full employment situation.
We can begin to diagnose identifying the influencers. We can also assess whether the efforts of power are adequate. Do they serve to achieve the goals d elas people, the group and the organization? ¿ They lead to the desired results? The power is exercised in an ethical manner? In order to control abuses and guarantee the rights of all members of the organization, managers may have to set informal rules or more formal guidelines for exercising power.
BRIDGESTONE / FIRESTONE. After a six - month strike declared by members of the Union of Workers huleros, tire factory employed 2300 permanent employees to replace them . This measure showed the influence of the president of B. on union members. Its intention not to rehire striking workers, even though the two sides signed a contract reflected his power in relation to employees of B.

Addresses the influence

The influence can be given in the same three communication directions: downward, upward, lateral. Most attempts to influence the organization are directed downward. Middle managers, for example can turn direct orders to their subordinates, establish guidelines for decision making, approve or reject decisions of his subordinates, or allocate resources.
People can also influence up. In order to promote or protect their personal interests, may control the type of information conveyed to the upper or withhold information that, in his opinion, could go to their own detriment. Occasionally, workers punish or reward their superiors, for example, by a notorious or work effort. To handle well the boss must understand their needs and respond to them.
You can also file a lateral influence. Sometimes the influence is positive, as when people of the same rank offer advice or a service. In other attempts to influence entities of the same level as in the functional departments, groups of middle managers and staff base, or the workers and middle management can cause competition. One of the parties may resort to the struggle for power tratanado strengthen their power at the power of the other. However, with increasing interdependence of the parties, they can not afford a conflict. Therefore, they may resort more to negotiations and cooperation that power struggles to resolve their differences.

Models of power

To understand the power, we can analyze various models of power. Theorists and practitioners have translated an old conception of power, which regarded it as something bad, derived primarily from coercion, models that recognize that power can be both constructive and destructive.

Power and dependency

This model states that it is possible to diagnose the power from the beginning or weight measuring the degree of dependence inherent in the relationship that covers the behavior of power. The power that person A has on B will be determined by the degree to which B depends A. Subordinates by ejemlplo, often they take measures power, and hide information, in order to counter the dependencies related to work, for its controls.

The nature of the dependence

Dependence occurs when a person, group or organization depends on another person, group or organization to perform their tasks.
In personal relationships, dependence can occur when a person relies on another to help give him or psychological support. In business matters, the subordinate depends on your boss to give you instructions and resources. In turn, the administrator depends on his subordinates to help you perform tasks and identify the obstacles that would prevent the working group reaches the goal. The person in which one rests, or which depends, automatically has some power, ie, has the capacity, actual or potential to influence others.
Now think of a job that you have had. Whose you depended upon to do their job? ¿Depended on his head peers, their customers, or perhaps the owner of the company? Reliance on any person in a position related to the characteristics of the organization and its environment. As the goals of the organization will be more ambitious, the controls are relying more people able to reduce them the ambiguity of the situations in the organization. Finally, the dependence is based on the formal structure of the organization, systems of measurement and reward systems. For example, when the authority extends throughout the organization to others who are not controls, greater dependencies are created.
How to handle dependency. According to this model, people adopt a forward power to rely less on third behavior. Also they try to increase the degree to which others depend on them, thus increasing their own relative power. A technician who has to rely on your boss for salary increases, may decrease its dependence becoming indispensable to the boss. By acquiring unique experience or knowledge, develop technical power. Perhaps the purchasing manager could try to reduce the degree to which a supplier depends on finding other sources of goods or services. To operate the unit, the controls rely on their power bases and establish business relationships and alliances.
How to diagnose dependence and power. We can use the analysis of power and dependence to make a diagnosis. Commanders and other members of the organization conducting this analysis should answer the following questions:
- Who really depends on you and how important is each department and appropriate.?
- What basis does each dependency?
- Is there a pattern of dysfunctional dependency? What it produced and what were the consequences?
- What degree of power - oriented behavior observed effective? Is this enough to manage their work - related dependencies?

Power as exchange

Another model considers that power is rather a general property of a social relationship, not just a counter against dependence. Historically, power has been considered a intercmbio process in which the person who dominates some services they need others exchanged for fulfilling what she asks. For example, a supervisor can offer free time in exchange for the performance of high - quality workers.
Sometimes individuals or groups develop a network of social exchanges that helps them negotiate the allocation of valuable resources. In these cases, they dedicated controls an amount of higher than normal to make agreements, to interact in various departments and even to exchange resources beyond the boundaries of the organization time.
AMERCIAN EXPRESS. The CEO of American Express launched the program A COMPANY, which encourages collaboration between different business lines. This program led to collaborative projects between divisions, such as cross - marketing and pooled acquisitions.

Power as individual need or personality trait

The power can also be considered a personal need. The need d epoder is an individual motivator that leads people to seek power and constitute it . Have you worked. With someone who seems to have great need of power? How would you describe your behavior? You may remember that people who badly need to try to influence and control others seek leadership positions in groups, enjoy convincing others, and others perceive them as free, vigorous and demanding people. Often, politicians, high ranking executives or informal leaders are perceived as people who have great need for power.
The personality of the individual can also affect the way the person wields power and influence. A recent study, for example showed that personality explained the type of tactics used to influence. Very Machiavellian people used indirect and unsound tactics (eg deception, conscious manipulation) People with high need for approval rational and direct tactics used (as suggestions, compromise, negotiations), while people with little need for approval They are using direct and unsound tactics (eg amenanza, evasion, prizes).

Empower action (empowerment) power as a resource shared

Power models we've seen so far considered that power is a limited resource, which can inspire competition and power struggles. A more modern model, the empowerment states that people and organizations can acquire more power if they share it with others. In a common scenario, the controls provide workers with the preparation and authority they need to act with greater autonomy. In CONSEQUENCES, workers who have received more power are more committed, draw greater satisfaction from their work and are more likely to support the goals of the command. Therefore, the influence of the command increments both within the group and within the organization.
The following tablea shows the different activities that can use leaders and managers to empower their subordinates.
Differences empowerment process based on a role: comparison of leaders and middle managers

Activities empowerment process leading control activities

Report course to follow followers / junior Through ideals, a vision, a higher purpose, goals superordinate Through the participation of subordinates in defining the ways to achieve goals
Encourage followers / subaltern ideas With action, things to accomplish
Rewarding followers / Informal subordinates; Formal personal recognition; incentive systems
develop followers / junior inspiring them to do more than they thought they could do by engaging them in activities to make important decisions and providing feedback so they can learn by offering training to
be attractive to the needs of followers / Attractive junior for Attractive needs followers and dependents to the needs of autonomy and dependence
Source: Adpatado and reprinted by permission of WW Burke, "Leadership as empowering others" in S. Srivasta and associates, Executive Power (San Francisco: Jossey - Bass, 1986) p.73
JOHN DEERE. John Deere agricultural machinery manufacturer, achieved an impressive change after substantially reduce its size in the eighties. The company gave more powers to workers and placed employee training and continuing education as a priority for the corporation. The time for training in Moline plant went from 15 to 28 hours per employee. As part of the empowerment of workers Harvester Works division 'Seeding instituted a program in which line employees met with farmers to resolve complaints of them for parts or defective machinery, rather than the sales staff or services of the headquarters of the company will handle complaints by phone. This extensive program increased the reputation of the company with respect to good customer Service. Programs like this increased profits and increased by 35% the net income of the company between 1993 and 1994.
The risk of impotence. The empowerment model is derived in part from the recognition that the lack of power or impotence, can have extremely negative consequences for organizations.

Impotence can be caused by different sources, including:

1. The culture of the organization. Major changes in the organization, such as reorganizations or cuts, excessive importance attached to competition, an impersonal bureaucratic climate or miscommunication can make individual EMPLOYEES feel they have little control over their working lives.
2. The management style. An authoritarian supervisor, underlining the failures of the employee, but offers no explanation of decisions of management, also promotes a feeling of helplessness.
3. The design of the post. Employees often feel they have no authority when their jobs have little choice away goals reality, excessive rules, few opportunities to advance, and a limited amount of resources needed to do the job.
4. reward systems. Impotence is also presented when the organization does not reward efficiency or innovation, or when the awards are unattractive.
These feelings of helplessness, together, can damage employee motivation and commitment, thereby decreasing the likelihood that the organization achieve its goals.
Women and minorities, in particular, may experience impotence in organizations. A combination of formal and informal practices can leave them outside the mainstream of management activities. For example, they could be subject to excessive supervision, focusing too much on routines, and not delegate to other members of the organization.
The controls, as its population of workers will diversify, would have to ensure they are not contributing to impotence worker. The controls are overly protective, do not send signals administrative support, which assume that an employee does not know the threads of the matter, ignoring the worker in their informal social relations, and do not provide support for the organization, contribute to this impotence . Apparently, the likelihood increases that the above occurs in the case of minorities and women and should be avoided carefully. People in positions where they have no power, particularly for women, bow to these feelings of helplessness. Do not resort to strategies of negotiation, coalition building and persuasion that are more functional for these situations.
The empowermnet and self - managed teams. A command can empower workers by offering them a positive emotional environment, rewarding the team's achievements visible and personal way, expressing confidence in the ability of subordinates, encouraging initiative and responsibility building on existing successes. It is possible to meet many of these requirements constitute self - managed teams in lso that its members perform and supervise all aspects of work.
PICKER INTERNATIONAL. Workers Division CT scans IP systems manufacturer producing bimensionales and three - dimensional human body shots, solved a problem alone leads a circuit board rather than forward it to their supervisors or other working groups. When a discrepancy between the plane of the wires and reality, in tests conducted by the group of production and quality control, there was a technical test that detected ,, an engineer who made the correction plane emerged and another technician he offered to work overtime to repair existing boards. The problem was solved in 48 hours. The manager of the group considers himself the coach and thus has empowered team members to make decisions. The group's production capacity has doubled and punctuality record is 100 percent, since the teams in the late 80s were instituted
this kind of power of workers has changed the role of middle managers. They now oversee more workers, manage diverse types of tasks and may also running more special projects.
CARBOLINE. A regional general sales manager of Carboline, anticorrosion coatings manufacturer, now manages 27 employees, instead of 12. body has organized its vendors in teams of three or four employees, with no leader. The teams are responsible for specific projects.
The empowerment and performance. Empower workers has meant enormous advantages for organizations, not just because the attitude of the workers improved, but because some programs include economic benefits for employees.
LS electrogalvanizing COMPANY. Employees who have participated in an initiative of workers and managers direct the operations of the plant, set their own schedules, set production targets, set pay scales based on skills and contract staff of the organization. A committee of employees for profit sharing program modifies the wages according to skills twice a year, in order to focus on continuous improvement. Workers can receive a fee of up to 25% of their salary thanks to the component of the plan to reduce the cost of customer complaints and another 5% to increase productivity.
PFIZER. The empowerment of workers has also increased corporate profits and reduced development cycle time. The executive director of medicinal chemistry, organized a team of 30 members in order to study a possible cause of schizophrenia. He appointed a group leader and then let the group work completely without his personal direction. Pfizer has cut the average time to develop new drugs from 4.5 to 3 years or less.

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[ 3 ]

Leadership and Emotional Intelligence organizations

Attended the one hand, at the beginning of this new millennium, global changes, and this implies the need for our countries, organizations and individuals, we adapt these scenarios to survive in global contexts at a time, more uncertain, unpredictable, extremely complex, turbulent.
On the other hand, the Company generally insistently demand for products and services of higher quality, better prices, that meet their needs and expectations.
The challenge is posed: How do you respond to social needs and adapt quickly to these changes?
Traditional models are showing their shortcomings and inability to lead to the results we seek, they are also out ways to drive these processes generating results.
Some time ago, work was eminently manual and who supervised the task was a person called the foreman, who was an expert in the area, who supervised the task from control and punishment, currently this model has become obsolete, by low productivity, as demotivate people.
Today there is , from the Ontological Coaching model, a new model of leadership, from the understanding of human beings are linguistic beings and organizations are a dynamic communications network and commitments.
From this new perspective, the leader is someone who has the capabilities to facilitate communication, change and learning within an organization, enabling the realization of a shared vision, raising what are the objectives to be achieved, aligning the personal interests of each one of the members with the organization, and creating an emotional context where they can get these achievements.

What is emotional intelligence?

It is the ability to recognize our own feelings and those of others, to motivate and manage our emotions in ourselves and in our relationships. Daniel Goleman
How important is emotional intelligence in organizations?
"Anyone can become angry ... that's easy, but be angry with the right person at the right intensity at the right time, for the right reason and the right way ... that's not so easy"
ARISTOTLE, Ethics Nicomachean
Within this new approach, we understand that human beings are in a consistency between language, body and emotions, so it is a fundamental ability of the leader to observe, identify and enable emotional states to achieve the goals in a company, so that the use of Emotional Intelligence has important benefits for organizations that want to exploit the full potential of people, and creating a better climate in the organization.
Since the proposal of Daniel Goleman, in his book "Emotional Intelligence", this is part of a broader view of intelligence developed so far, the main skills of emotional intelligence the following:
Knowing one 's emotions. Being aware of a feeling at a given time is the key to emotional intelligence. Feelings are guides that guide us toward things that really matter to us.
Manage emotions. To that feelings are appropriate to the circumstances such as the ability to compose himself, to get rid of anger, excessive anxiety and melancholy.
The motivation itself. It is sort of emotions the service of a goal is essential to pay attention to self - motivation and mastery, and for creativity.
Recognize emotions in others. It is empathy based on emotional self - awareness allows them to adapt to subtle social signals that indicate what others need or want.
Manage relationships. The art of relationships, which means ability to communicate with others, persuade and influence. People who excel in these skills are people who have "charisma" and are followed by their collaborators.
What are emotions?
From the perspective of Ontological Coaching, we postulate that emotions and moods are predispositions for action, ie that favor some types of action than others and are factors affecting the performance of individuals, groups or teams within an organization and defining a space of possible actions.
Emotions are a response to a particular event, for example to a noise can react with fear, surprise, curiosity. It has the characteristic of being specific and reactive to a particular event.

What are the moods?

They are emotions that are installed from its permanence over time, such as distrust, nostalgia, sadness, among others and no longer depend on a specific event, constituting the background from which we operate.
That's why we postulate that no emotions or states of "good" or "bad" mood but emotions that open or close possibilities for action in a certain context.
In short, leadership is the art of making possible what was not before and that leaders need more than ever integrity, seeking to align personal interests with those of enterprises, creating a climate in which everyone benefits.
Leadership comes, rescues the importance of emotions, and competition to use them intelligently, that allow us to achieve a better quality of life and goals in organizations.

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[ 4 ]

Really effective leadership

Leadership could be basically defined as the ability to positively affect other human beings for achieving any purpose whatsoever. If we observe carefully, in recent years there has been a special interest in all cultures around the world for leadership, especially by the business group of people , they came after these educators, politicians, etc. and with these philosophical and reflective progress that has achieved the subject; leadership has strengthened and become a necessity in a mediating alternative achievements and manager of human potential.
Leadership is the process then influence people to achieve the desired goals. But to be a very good leader requires: Charisma, (because there is no possibility or has been a leader that is not appreciated by the people or their followers, employees, etc.) Intelligence, (because intelligence is necessary in this process before the instinct for example? Because to be a good leader you need to think, measure, analyze and finally devise strategies to achieve a joint objective), persuasiveness, (if you do not have credibility, if we can not express our ideas and if not know for sure what we express is very difficult to convince), sensitivity (Note that in any system the fundamental point is always the most flexible, this means that we do not have qualities that allow us to perceive, accept, recognize and act sensitively as it is very difficult to be a leader), Integrity (Having values and represent summarizes basically have Integrity, goes hand in hand with ethics and how the values have gestated within us), Arrojo (or courage, if we fear decide for ourselves and take on the challenge of leadership in our activities is very unlikely that we can discover as leaders), impartiality, (this objectivity and independence is essential especially when assimilating external opinions about our led idea we need to accept the error as a possibility), be innovative, (large companies, major processes have always been imposed by a new idea, it is then necessary to seek and develop that inner creative process that allows us to bring out our ideas) and all Touch to lead a group of people and follow him one of their own accord, constantly motivate them, encouraging them and thus achieve the desired goals either equipment or sole proprietorships, and most importantly: that everyone is satisfied and gives you the feeling of gain and no loss because leadership is a process link.
The leader is committed to assume that a position of power person because of a commitment and conviction within a team environment. What differentiates a leader with others is his charisma and spirit of unremitting struggle in order to achieve a common good or goal in life, remember a wise phrase J. C. Penny, said: "I am grateful to all my problems, after solving each one that was presented to me, I became stronger and more able to face those who were to come, I grew up all my difficulties , " said the founder of the famous shops JC Penny's in United States some years ago. This is a simple example teaches us to deal with worth and strength a change process as it is to take charge of our own leadership.
To exercise a truly effective leadership, we need what is stated above, but the real secret is achieved by the fundamental component of any process, The Positive Mental Attitude and the right organization to a life well led; which will depend not only on the way how we see our existence in the past and in the immediate present, it also depends on how we see our future. I am among those who think that if we were given the ability to dream was for something special, and that something special is that we can turn dreams into reality, each of them! Consider the following How is that successful people do, real leaders to stay where they are for example? They do not complain at every moment, they are proactive. So it is essential to achieve what we want, which is a lifetime of leadership and positive thinking ... the dream and visualize, think of what we want but with much encouragement. You have to think, visualizing and desire to produce the same emotion that we have it all at this very moment.
I remember an expression of Mr. Alexander Pope a poet who said: "Nature and natural laws were hiding in the night, until God said," Let Newton be born "and there was light" .... Dear readers, let the light come at this time to illuminate our humanity, potencialicémonos, we remove and gestemos our ideas, let's face to the world, let us become effective leaders and achieve everything we set out , remember that adversity is when the leader acquires the qualities to succeed in abundance and if we have problems ... they are welcome as these that help us improve each time.

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[ 5 ]

Leadership teams

The organizational literature agrees that leadership is vital for teams. Hence invest time in the selection process, depending on the conditions and competences of who will be the team leader .
The organizational leadership's mission is to motivate the vision of the whole organization. The role of team leader is to keep the vision alive at this level. Therefore, performance is decisive leader. Their behavior defines the framework within which the team can develop and function effectively.

The integrative action team leader

We can identify twelve key team leadership skills:
1. Leaders clearly express the purpose and goals of the team and work to make them a shared vision. They seek to convince.
2. Leaders are available and interested in the problems of people. Foster respect, agreements, understanding and trust among group members.
3. Leaders develop a team with the skills and the necessary functions to meet its objectives, assign work to people based on their skills.
4. Leaders listen before deciding participation and gives team members in solving problems and key issues.
5. Leaders coordinate and represent the team members.
6. First , they strive for high performance and then encourage other members to do so .
7. Leaders delegate work that is not essential for them to do.
8. Encourage concentration on activities related to the goals and integration among members to achieve them .
9. Leaders agreed to set parameters and high quality levels with the team.
10. Leaders set achievable goals for the team, but always pushing for continuous improvement.
11. Leaders teach and maintain updated team members.
12. Leaders must be designers, creators, innovators, experimenters and facilitate learning team.
As these are the advantages of a dynamic and inclusive leadership, there are disadvantages when:
1. The leadership is authoritarian, intimidating members, imposes its hierarchy.
2. Focus on your personal interests.
3. It is arbitrary, unfair or biased with certain members.
4. It is contentious.
5. Fosters conflicts ( "divide and rule")
6. contestation of the organization.
7. It is bureaucratic, ritualistic and focuses on the ways, in how (procedures) and not on what (goals).
8. Blames others for lack of achievements.
9. knowledge making it an element of power is saved.
10. Do not teach or trains members.
These ten points characterize a style of group leadership never achieve transform this into a real team.

The decision-making team

They have a number of advantages and disadvantages to be evaluated when designing the mechanisms of decision making.
1. Advantages of teams: are made on the basis of more complete knowledge and information, more variety of opinions, greater legitimacy in the acceptance of a solution. We can say that decisions made on computers are less subject to errors, higher quality, because they have been widely discussed and examined from different perspectives. Therefore, in the degree of acceptance of the decision generally taken into teams they are accepted.
2. Disadvantages of the equipment: use a long time, receive many pressures to adapt, they reflect a willingness result of a consensus. They have ambiguous responsibility may be more conservative. As for speed, personal decisions are faster. Teams generally are less efficient than single individuals in decision-making as they always call more than one person from different areas it can be defined that take longer to process. Therefore, to make a decision we must consider whether increased efficiency compensates for the loss of efficiency.
3. decision - making mechanism of the team: phenomenon that makes the consensus rule outweighs other resources evaluation of action. Team members seek rational arguments to justify their assumptions, seek direct pressure on those who express momentary doubts about shared opinions; There is the illusion of unanimity and if members have different views are pressured to share the general opinion, even if this was not the best. Therefore individual conceptions are at the mercy of the general consensus. There is a sociological pressure on members to conform to the decision of the whole.

Techniques for making decisions

The group decision making team is not always convenient, since it tends to be conservative and unadventurous, except tin teams performance. While these are some of its disadvantages, its advantages further examination of the problem, and effective commitment to team members in the decision account. As the case may be preferred one or the other subject.
There are several techniques for making decisions as a team. Then they examine some of them:
a) Equipment interacting: the typical technique where all members interact face to face to exchange views, views and examined alternative.
b) Brainstorming: complements the previous one and serves to generate ideas that promote the presentation of alternatives.
c) Technique of the most voted idea method in which members meet face to face to express their opinions and then put to the vote the ideas expressed or decision alternatives adapting to the most widely accepted on the team.
d) Electronic Meetings: serve for networking. They gather in front of computer terminals and discussion chatting. The main ideas or alternative decisions, which will appear on all screens are then written. Ideas or alternatives vote. Voting screens appear in the respective network.

Conflict in teams

Conflictual relationships within a team
in the modern organization seems inevitable that conflicts within their groups and teams, if only by the existence of conflicting interests and objectives. In any team differences, if not addressed and resolved at the right time, relationships deteriorate, undermine confidence, disrupt good communication and mutual support limited generating conflict inevitably arise.
The fair conduct, standards and values are established mechanisms if they are previously agreed to settle the conflict within the team, without having to resort to higher external bodies or mediation.
Dialogue, communication and listening skills are internalized values that help members deal with conflicts and to find mechanisms and alternative solution. Following Blake and Mouton, one can distinguish five basic tactics for dealing with conflict within teams (the sixth is itself).
1. Dodging the conflict: it is used frequently and is justified by invoking the adage "time heals all wounds", which is only partially true.
2. Soften the conflict: loyalty, team spirit, collaboration and the need to remain united to "iron out hope" is invoked, but the conflict continues to act underlyingly.
3. Deletion of the conflict: use of power to prevent differences to surface is made.
4. compromise: each party is deprived of something equally benefit the unit. Establishes a partial and temporary agreement, they remain not fully satisfied because individual interests.
5. Treatment of conflict, negotiation: conflict is addressed directly and the process that has taken place between the parties in order to locate the sources of conflict, clarify misunderstandings and find mutually satisfactory solutions are explored. The consensus is sought.
6. Confrontation: none of the above strategies has been successful and the conflict becomes open, you can be about the standards, consensus, legitimacy and the very existence of the team. In this case fighting breaks out , except that an external body to return it to one of the above five situations. In this case there will be winners and losers, and probably change the composition of the team. New targets, or a new principle of legitimacy, another leadership or other values are established.
The tactics of Robert Blake and Jane Mouton are low to active, from least to most risky. The choice of one or the other depends somewhat on the circumstances and the types of leadership.
In any case, we must emphasize that only the treatment of the conflict (5) and the dispute (6) directly address differences and consequently these tactics only reach the roots of the problem.

Conflicts between teams

As noted, the need to establish cooperation between teams brings the possibility of the presence of conflicts between computers. This conflict begins when one party perceives that the other has hampered, or is about to hinder, something that concerns you. They can arise for reasons of goals, cognitive, emotional or behavioral.
There are several factors that can make a team experience a conflict with another team.
- Interdependence of tasks: the greater the dependence between the teams, the greater the likelihood of a conflict.
- Differences in the performance criteria and reward systems: these differences have the potential to create conflicts because the teams are evaluated and rewarded with different parameters.
- Inconsistencies status: status differences between individuals or teams can also cause conflicts.
- Jurisdictional Ambiguities: conflicts can be generated when there is no clarity regarding the responsibilities of the tasks.
- Scarce resources: Conflicts can result when there is dependence on shared common resources.
- Inadequate communication: occurs when a computer misinterprets a message or when a team intentionally withhold information from another unit for their own benefit.

Consequences of the conflict between teams

When a conflict arises, frequently changes occur within and between teams. Three changes are common on computers that are experiencing conflict:
- The first is an increase of group cohesion. Reinforcing links, diminish differences of opinion and loyalty to the team emerges as the main feature.
- The second change product of a conflict between groups is greater concentration on tasks; activities are emphasized to defeat the "enemy".
- And finally, strong leadership arises considerárselo the best qualified to lead the team in difficult situations.
In summary, the main objectives of these changes in the team are to ensure support from members in causing these efforts and ensure centralized leadership during the conflict.
As changes occur in groups or equipment changes between teams also happen. Mainly negative attitudes that generate hostility, distorted views that incur a negative stereotype, and greater vigilance in order to increase the information available about the other team. All these changes result in a reduction in the communication that only serves to render its decision more difficult.

Strategies to reduce conflicts

The root cause of conflicts between teams which are created is the division of tasks and roles in the organization, which promotes competition between teams. Therefore you should shelve the idea of competition and give way to cooperative action.
It is much easier to prevent conflict resolve once has emerged. These techniques include:
- Recognizing the interdependence of equipment and establish methods to put them in closer contact: a technique that is successful is to meet two opposing teams to share their mutual perceptions, clarify misunderstandings and get everyone them better understand the mission, purpose and goals of the other.
- Develop cooperation: seeking common goals between teams competing.
- Emphasize the goals and effectiveness at the level of the organization: the conflict can be reduced if employees are focused on the goals and objectives of the organization and are committed to facilitate the operations of it.
- Providing stable and well structured tasks, to the extent to which work activities are clearly defined, they are understood and accepted by employees.
- Facilitate communication between computers should increase efforts to improve dialogue between the teams and they share information.
- Avoid situations where there are winners and losers. While these situations can be avoided, there will be less potential for the presence of a conflict.
When conflict exists, two approaches are feasible: managers try to change attitudes or behavior change. If they change behavior, often open conflict is reduced, but still remain frictions between groups although the conflict becomes less visible to separate the teams. Changing attitudes often leads to fundamental changes in the way computers interact. This change can improve intergroup relations and current requires a longer than behavior change, because it requires a fundamental change in social perceptions implementation time. D. Thomas has nine strategies for conflict resolution.
- Use of rules and regulations: the conflict can be summed if made specific rules, regulations and procedures, yet the basic attitudes do not change.
- Delimitation of the field of competence of each team, seeking to solve or Laudando controversial aspects.
- Limit the interaction between computers it is to limit the interaction between teams to those issues involving the achievement of common goals.
- Confrontation and negotiation: competing parties meet face to face to discuss the basic areas of disagreement. It is expected that through open discussion and negotiation, may be the means to solve problems.
- Getting puntualicen specified and contentious issues between them, develop negotiation and mediation.
- Rotation of the members: to rotate between several teams, people come to understand the framework, values and attitudes of other members, causing an increase in communication. Technological specificity sometimes prevents using this technique.
- Identification of interdependent tasks and higher goals: the establishment of goals that require teams to work together to achieve overall success.
- Linking both teams in the awards for the results obtained jointly.
- Interequipos Learning: external experts are hired in training according to a long - term program to help teams develop relatively permanent mechanisms for working together.

Functionality and dysfunctionality of the conflict between teams

For the conflict between teams is "functional" teams must be independent of each other, so that a loss in one of them does not adversely affect the other. When these two criteria (win or lose situation independence) are not met, the competition between two opposing teams can be dysfunctional for the organization's achievements.
The opportunity for productive conflict occurs when two teams depend on each other. The conflict is productive when there is a discussion and direct confrontation of ideas about tasks and projects. When two competing teams begin to perceive each other as enemies, cooperation between them is greatly reduced, as well as communication. As a result, the two teams can not work together to solve problems or to obtain a product. The organization is impaired then because the time and effort are not dedicated to productivity and problem solving, but mutual energy consumed in the confrontation.

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[ 6 ]

Team organization

The grouping of activities to integrate teams

The teams that are integrated to complete a set of similar functions more or less homogeneous base their skills in the same directory grouping skills.
Those who integrate with people who meet or perform very heterogeneous functions are based on different groupings.
The teams are structured organizations to replace the traditional management of the organization areas, departments, divisions, sections, grouping by individual functions or activities.
With teams more flexible, coordinated and participatory structure, imbued with the goals of the organization is intended. The teams respond better to turbulent contexts that classical organizational structure. On the other hand are the smallest unit, the production cell of an organization. Productivity of the equipment resides organizational efficiency. It is expected to solve problems. To address critical portions of context, make decisions, be creative, accumulate organizational knowledge.
The criteria for grouping of teams can be, for example:
- for many people
- by time
- by function
- by country or region
- by product
- per customer
- by project
- for services
- by processes
- for knowledge
- for problems to deal with
- for issues to be decided

Steps to implement the teams 1. Organizational Diagnosis

The task of forming a team starts with an organizational assessment where the need for improvement is concluded:
- the poor performance of processes
- increased costs
- the failure to obtain organizational goals
- lack of clarity in the objectives
- underperforming staff involves introducing criteria of equipment in the working groups
- complaints and frequent claims
- material loss
- errors
- returns, costs of nonconformity
- quality problems
- dissatisfaction in decision-making
- lack of creativity
- need to launch new products
- need for organizational learning
- low participation and involvement of staff with organizational goals
- inefficient meetings
- setting up a new group that should quickly become team
- problems with the headquarters
- conflict within the working groups

2. Criteria about the nature of the task to organize a team or not

a) The task is simple, low technological complexity; It is essentially individual in nature. In this case it is not desirable to organize their realization in teams.
b) The task is complex, requires the cooperative domain of varied skills and produced are innovation, creativity and learning. In this case it is justified to organize a team.
c) feasibility study gives: will be assessed if the goals are feasible and desirable to develop a team or individually must be addressed.
Feasibility equipment = expected return - cost of its constitution
What are the psycho - sociological and socio - technical conditions to be met by the team ?. The study tries to assess the extent to which the factors that determine the effectiveness of work teams are given, that is:
- The task is cooperative and complex, is liable to be organized in a unit of objectives and results (UOR) that clearly add to an internal or external customer, then this is liable to be organized in teams value.
- The limit of the equipment is made by the team and in its surroundings, where one receives its inputs and who gives their products or services. This limit clearly marks a UOR defined products or services.
- Within the feasibility they must also be considered those issues that make organizational culture and promoting the development and performance of the equipment. Skills development, remuneration for the fulfillment of the goals of the teams, empowerment , participatory management model, decentralization.
- Skills of human resources to integrate and interact together feasibility of coordination
- organizational decision at their highest levels of building or equipment in question.
- In short, it is no use trying to organize teams in authoritarian organizations, hierarchical, non - participatory, ritualistic, with little communication with low qualification of its human resources. They must believe that human resources are the best that has the organization and that it is worth investing and trust them, because there will the best solutions and collaboration necessary to address the problems that arise and reach mutually raised goals.

3. Selection of members

a) Within the organization.
b) Search and external selection.
c) Mixed.
d) Identification of the will, dedication, interest and degree of challenge that each applicant will integrate the team represents.
e) Identification of the mix of skills required by each and the degree of their domain, depending on team tasks and individual role to play.

4. Design / teams

a) Distribution of tasks.
b) Assigning roles.
c) Degree of flexibility and interchangeability required.
d) knowledge, skills, attitudes and skills required by different roles to play in the team.
e) Resource requirements.
f) socio - technical development.

5. Recruitment and selection of members

The search is performed based on the mastery of key competencies for each role to play in the team. The search can be done in the own organization on the basis of past experience, featuring members of these new career opportunities.
If you do not have adequate human resources without affecting the productivity of other equipment or areas of the organization profiles, recourse to an external selection either to cover all the charges or only those missing. Sometimes it is available to other internal or external on the most appropriate for the new team profile clients.

6. Planning career members

The organization and the team must agree on which are the critical competencies or key members to achieve the objectives. current profiles of human resources will be analyzed and desired by both the organization and the team to achieve goals that are committed in the program agreement. Then it shall be provided training and training to enable migrate to the team of current competencies desired. Members can scale both in terms of degree of mastery of a competence as roles and positions within the team. This undiscounted could apply to other areas and positions in the organization.

7. Have clear goals

After any session of team development, it is often useful to conduct a planning session in which the team considers "where it is going , " "and" how to reach that point "A three - stage system for doing this involves.
To .) Agreeing on the mission, vision and values team
the team goals are:
- what to do
- when to do
- who's going to do
- what will be done
. b) Conduct an analysis of strategic performance
- analysis of opportunities: the best innovations and successes often come from meetings to discuss what opportunities exist to achieve the goals or develop new ones.
- threat analysis: identification of threats is essential if a team is going to be of "high performance" threats basically refer to circumstances. that prevent the fulfillment of the mission.
- Analysis of strengths: how to exploit them and develop them .
- Analysis of weaknesses: members must be able to discuss among themselves and with their superiors their weaknesses and how to overcome them . If a team can not be criticized in an open manner and without threats, then you probably do not improve.
c) Setting objectives and set in a .compromiso agreement between the team and the organization.

8. Establish a shared working approach

- Agreement on how to interpret the goals.
- Agreement on the division of tasks and roles. The best of each used?
- Agreement on working methods, time charges, shared efforts.
- Establish criteria on which they would like to be recognized.
In the first meetings, team members should discuss these issues, to reach a basic agreement that allows them to start working. These issues must return again to produce the necessary adjustments to institutionalize the work mode later. Periodically, they must reexamine these issues to see if they can make improvements in work practices.

9. Implement actions that contribute to the development of equipment ( team- building )

- A sense of mutual responsibility. Develop norms of cooperation, cohesion, trust and reciprocity.
- Development of trust. Cohesion, reciprocity among members.
- Development of legitimate and consensual lines, Leadership Development and driving ( coaching ).
- Encourage the development of performance standards aimed at efficiency. Discussion of criteria, reference standards for the purpose of establishing shared values.
- Development of team spirit. Self - identification.
The above aspects are achieved over time and through the history of the behavior of team members and achievements. Anyway, it is important that the initial meetings each member can express their values, expectations and aspirations, in order to better establish the link. It should be clear from the beginning the psychological contract between the team and the organization (beyond directives or letter - commitment agreement). The team should be clear about what they expect from é expect him driving and other areas and equipment of the organization.

Functions developed equipment

The teams internally develop a set of vital tasks. They depend on the type of equipment concerned. The main activities that can develop teams, depending on your goals, skills of the members that comprise them and that they have delegated power to be examined.
a) Administrative and Management
- Administration
- Coordination
- Decision making
- Organization
- Control Compliance
b) Technical and substantive
- Advice
- Learning
- Adaptation
- Development
- Innovation
- Promotion, extension
- Support
- Production
- Maintenance
- Administration: the equipment meets certain functions of self - administration. There are also specialized management teams that provide these services to the entire organization.
- Coordination: minimally teams have to equip themselves with coordination activities. Someone must coordinate all members to ensure that there is maximum cooperation and exchange of ideas, information and experiences. This makes the success of the team. The coordination function often determines the difference between effective and ineffective teams.
- Decision-making: the teams must be able to make decisions in their field of competence. Teams to decide are also formed.
- Organization: every team must be an organization according to their own purposes.
- Control of goal achievement: all equipment must be able to regulate themselves and control themselves, regardless of external management control. This direct analysis provides an important way to diagnose the effectiveness and ineffectiveness of the team
- Consulting: every team must be able to search for information needed for its mission.
- Learning: the team is constantly learning, either because it is provided by the organization, and because it reflects on their work, learn from their experience and mistakes.
- Adaptation: refers to the team's ability to adapt certain knowledge to be used to add value to their task.
- Development: launching new product or the addition of a new process must be evaluated by the team or other organization in terms of cost and market.
- Innovation: innovation is all that concerns to create new ideas or think of new ways to tackle old problems. It is a very important element of most jobs. Failure to innovate sooner or later lead to organizational failure. Organizations are more innovative if their computers are. Creativity is on the computer.
- Promotion, extension: sometimes teams have to promote what they do and others have to translate their technical products affordable one colloquial language by others or by the general public.
- Technical assistance: teams sometimes have to assist in the use and incorporation of its products by third parties.
- Production: all equipment is characterized by a product. The important thing is to be prepared in time, form, cost and the quality desired by the organization and its internal or external customers. A much appreciated fact is that the team produces total quality and zero defect since this increases the image of the organization, reduce costs of compliance and non-captive customers.
- Maintenance: can refer to their own computers or those in other areas of the organization.
Balanced equipment, the above list, develop the functions required in the proportion demanded by their goals and tasks.
The strategy of proper structuring of a computer is not only selected functions, but on the skills of its members, is the degree of development reached by the members in their skills integration and cooperation and the resources available to the organization endows them for the task.

Of groups working teams Differences between group and team

It has been previously seen that the difference between a group and a team is that the latter incorporates criteria of productivity to their collective action. We deepen now comparative analysis by the following table

TEAM WORKING GROUP

Fuzzy goals. Clear team goals.
Work and responsibility of individuals. Shared responsibility.
Individual activities. Joint activities.
Individual results. Collective results.
Decisions headquarters. Formal leaders. Referential shared leadership.
Without empowerment. With empowerment.
No group results are measured. They are measured and evaluated the results of the team.
No prizes for results. With prizes for the results obtained.
They do not make decisions together. Take decisions together
standards and culture are not referenced to the task rules and culture are referenced to the objectives of the task.
In organizations we find many groups whose common characteristics are that group processes, tasks, activities, share information, perspectives and ideas, but are based on individual performance.
The teams, individual responsibility, collective added. If we add the best individualities, we will not have a team. For example, a football team takes to settle teamwork though you have the best players. First is a group and coach gradually, it will drive to form a team of high collective performance.

Stages of development of a team How evolves and matures a team?

It is illusory to think, despite the good will of all and the excellence of its components, a team is effective from the start. The evolution and maturation are inherent in its very nature. Thus we see that the life of a team has four distinct stages of evolution
Stage I (Training) represents the transition from an individual to another member or component state.
In stage II (Bombardment) the traits of some loss of individuality manifest, unrecognized, while it appears resistance training group, with a strong dose of emotional response.
In stage III (Normalization) the beginning to recognize their role, members accept -personal- and accept their role in it, beginning tolerance towards others.
Stage IV (Implementation) equipment is able to diagnose situations, solve problems, make decisions and take and consolidate changes.
Recognizing the growth and maturation of the team is necessary to accept the dysfunctionality of the different stages and help correct the condition. This recognition must be by each member of the team, its leader and the whole team.
Source: José Miguel Roca and Andrew Wygard, taken from Rola Duarte. Learning organizations, Macchi, 1998.
1. Starting from an existing work: a team in its initial moments can be from a working group. In this case the problem is twofold, as should be structured patterns, customs and practices that can be internalized a barrier or be vicious for a team, and build new line with the criteria of productivity and achievement of goals sought and achieve institutionalizing them .
2. Building a team project: it is part of forming a new group that will try to become a team. At the outset, the sum of individualities will be greater than the whole, as in the example of the football team. To become team should follow procedures and develop the basic conditions of teamwork. Clarify their goals, objectives results. Take collective responsibility, cohere and generate its standards and values. Minimize the search for personal satisfactions that act as obstacles to meeting the goals and team integration.
3. constituted Equipment : people are committed to the objectives and collective performance. They complement and supplant, if necessary. The roles are clearly defined, thus avoiding conflicts. They learn together. Develop and apply knowledge. Solve problems collectively. They are jointly and mutually responsible. There are criteria of trust and reciprocity. The results obtained scheduled.
4. Team High productivity (do not occur very often) are deep and mutually committed to the success of the whole and each one of them. His spirit of belonging surpasses even the team. The link in the psychological contract is very high. Often they hold the belief that the failure of one is all, and vice versa. Its onset is usually a very clear objective. Leaderships are shared. What is a team of people with high capacity and commitment to the task and the other as a human group. They are based on mutual trust, good communication and openness. The product is a collective work. Decision making is collective. Generally, a team of these features is not content with the limits of the equipment itself; its UOR advances over the entire organization and its environment for the purpose of fulfilling its mission. They get much more than the programmed results.

Development teams

1. Generally part of the diagnosis about the need to build teams and conviction of the senior management of the organization.
2. Then often hire a professional expert in the subject that acts as a facilitator, inductor and trainer, participating in the first meeting of the group (team project until its constitution).
3. To this end the facilitator part: a) solve problems and b) the human group with that account. Make a diagnosis of both (you can also request a self - diagnosis group) About first assesses barriers to achieving desired levels of efficiency, and on the second evaluates the skills to determine if the mix is right, whether to strengthen the group, or whether training should be made to migrate from the existing competences to the desired.
4. Develop with the group a work proposal, including mutual expectations- the- psychological contract and the degree of involvement of each of the members to form a team. The assessment of potential leaders, resistance presented, the discussion of these, the identification of non - cooperative members and the resolution of the problem posed, the discussion of diagnosis and alternative solutions. The agenda of the group = team constitution is established. Priorities are set problems to be solved. The action is planned.
5. In these early sessions established goals. Inefficiencies are discussed and alternative solutions to problems are sought, collective decisions are taken in choosing the most convenient or alternatives. Work and cooperation in the effort is organized. Rules and regulations of equipment, communication mechanisms and resolution of differences are established.
6. The facilitator will be tracking meetings, clinical group, correcting their errors, helping to solve their internal problems, clarifying goals with management, supporting the development of cohesion, strengthening leadership, to ensure that it is constituted and institutionalized as a team.
7. The facilitator gradually reduced its stake to a meeting of feedback and evaluation results together with the manager, to completely disassociate the team, because it has already reached maturity.

special teams

Task forces (Task.force) without being equipment, have some characteristics of these and are constituted for a particular purpose -Resolve a problem, launch a project , and once achieved the goal dissolve. Its onset is usually a very clear objective. What is a team of people with high capacity and commitment to the task. The product is a collective work. They usually have clear leadership, but decision-making is shared.
Senior management teams: are formed for driving the whole organization towards achieving its mission. Therefore, their objectives coincide with those of that. Its constitution is often difficult, especially if there are between members of management individualist personalities who have no ability to integrate into a team. Also often it is conflicting integrating various roles, which must be resolved by the leader (president-general manager). Teamwork should be very productive, adding value to the set and simultaneously contribute to the task of achieving specific goals in each area, to be valued by its members, usually very busy people. They are more effective if they develop some of the characteristics of the task forces, or best high performance. They are deep and mutually committed to the success of the whole. They have very clear goals. Mutual trust, good communication and openness are at the basis of its success. Decision making is participatory. The product is a collective work: the smooth running of the organization.

The basic conditions of teamwork Mutual trust

Mutual trust between the members is the basis of psychological contract team
Trust is the basis of the psychological contract of teamwork. Without it, it is difficult to achieve cooperation in teams. The trust has a strong emotional component. We say we feel confidence in another person or members of our team. There is talk of feeling of confidence.
The teams seem to differ in their ability to trust others. Teams in high risk or high performance, trust must be total. Trust means that one other delegates responsibility for making safety a task that will equal or better than oneself.
Trust involves, first, one expectation , that of the other person will act in a certain way. We rely on a supplier when hope you give us the order as provided. We trust a colleague when we hope to assist in solving a problem.
The trust is based on past results, the experiences we had. Of our achievements and frustrations that we can have confidence arises.
For Luhmann, trust or is just one of the psychological mechanisms of individuals, but is one of the privileged mechanisms of social construction, and based communication and organization.
Second, the trust holds a willingness to take the risk and insecurity that another that the other person will act as expected. Trusting someone means taking the risk of not complying. However, a calculated, in the sense that responds to a judgment of reality uncertainty, that is, on skills, responsibility and values of the other person it is.
Our expectations are pinned on complying in a timely manner with the task. Therefore a synonym is to entrust a task. It involves delegating security compliance.
Trust is a feeling toward another person. It feeds on achievements and issues well resolved and frustrated with defections, lameness and failures. When you lose it is difficult to reconstruct.
Trust is a feeling liable to develop among team members. When there is very solid. It is the main factor of team cohesion.
Meeting the expectations, solidarity, reciprocity, attendance, open communication and mutual cooperation underpin confidence.

Communication and collaboration

Trust is built through open, frank and truthful communication and collaboration between people. However, confidence seems to rely more on facts (cooperation) than words. Trust is based on the maxim "better to say is do better to promise it is to perform correctly."
Communication is one way by which trust is expressed. No clutch, we all know how difficult it is to communicate. Communication is transmitted to the other team members information, attitudes, feelings, etc. She will be correctly interpreted if the team has managed to develop common codes. In a way, we can say that, ultimately, we communicate really when we met with other team members. When we are fully accepted by the others, and when we incorporate them completely. When there is mutual trust between the team members. Trust and communication are closely linked to each other. It is evident in the degree of congruence between what is communicated and what is done: thought-action.
Good communication builds the psychological contract between members. Each of the participants is clear what is expected of him and what he can hope and trust the other team members.

The Solidarity

It is the translation of supporting mutual trust. Entails reciprocal relations "today for you, tomorrow for me." Reciprocity team one acts for all and all for one and together to achieve team goals. It involves the assumption of responsibility in the actions to be undertaken.
Solidarity and reciprocity is the expression of equity and fairness in human relationships. This law governs all forms of cooperation in teams. Yes, probably deteriorate or end the trust is broken.
The work of a team is interaction involving exchanges of conduct which, if positive sign leading to cooperation and if they are negative, conflictúan the group and generate opposition. This time against his attentive team effectiveness.
Solidarity means in a spirit of generosity and collaboration in a very high degree team.

The legitimacy of leadership

Legitimacy in the leadership of a team strengthens previous ties. The team members give consensus to formal or informal leader, based on how the plays, leads, their knowledge, experience, etc. This consensus and legitimacy achieved are in turn based on trust relationships within the team, reciprocity and justice. Good handling is guarantor of achieving goals, solidarity, containment, the implications of group work in the members. Preserves the relationships between them and resolves conflicts.

Culture and shared norms

The development of standards, codes and culture favor a shared task and resolution of differences. It allows adequate communication and expression of solidarity and cohesion. The culture of a team establishes the basic assumptions that guide the actions of this one. Team successes reinforce these basic assumptions. Common values and ideals of a team reinforce their cohesion, sense of belonging and give unity of conception to action. This is particularly valuable for high performance teams.

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[ 7 ]

Groups, teams and organization

Groups in organizations

Definition and functions of groups
Man is only able to meet all your needs and desires. However, to the extent that several people coordinate their efforts, they discover that together they can do more than each of them alone. The first day of classes in kindergartens in Japan formed the boys in a wheel. In the middle of a bag with heavy stones so that none can individually move when they are invited to do is put. They are then shown all together pull the bag and there in the cooperative effort can achieve. So they discover that the goals can be achieved more efficiently if there is to do is distributed among all members of a group of the organization.

Group Definition

In social psychological terms, according to Schein, a group is a group of people with the following characteristics:
- They interact with each other;
- They are psychologically aware of one another;
- They perceive themselves as a group;
- Its size is limited by the interaction and mutual perception, and
- there is a relationship of interdependence to carry out an activity.
If we consider the group as a social system, it seems clear that a random group of people is not a group. This definition shows that a group is not a group of people watching something in a corner or waiting for the bus at a stop. However, if a circumstance to change this pattern, so they have a common purpose, all persons will become a group occurs. If the grouping of people stop organized to protest against the security services or the line becomes a group.
Working groups : are formed by an organization with a deliberate purpose although they have no need or reason to transform its actions are one whose axis performance. Members interact to share information and / or coordinated, but are not tied to a result. If then be structured on the basis of criteria of efficiency and productivity they will be transformed into teams. Anyway, this proposal team starts being a working group.

Group Activities

The basic function of a group is to achieve group objectives in addition, each of the members have their own objectives.

three distinct activities within the group are distinguished:

1. teleological Group activities: Target group get purposes: are the actions which the group in order to achieve the objectives that guide. The functionality of groups in organizations is that, as groups meet both formal and informal functions, they can be the key unit to facilitate integration between the goals of the organization and the needs of its members.
2. Development activities of group link, persistence and group cohesion: these activities enable the group constructed and maintained to help meet the needs of its members and encourage trust, reciprocity and cooperation among them. All these activities are attempts to build better relationships within the group so that it can be maintained. Cohesion means solidarity. The more cohesive the group most likely have values, attitudes and common rules of behavior. The degree of cohesion of a group affects their performance in achieving objectives. The group can only have much cohesion if it has succeeded in performing its own constructive and tasks of group activities and to minimize activities for their own benefit of its members. Solidarity is also affected by the homogeneity of the group. The more is needed to face challenges and external threats, the greater their tendency to cohere.
3. Individual activities: since each member of a group has its own set of needs, values and unique objectives, will perform that do not affect the maintenance of the group. According to Schein, the main individual psychological functions that groups play regarding members that comprise them can fall within the following categories:
- Groups are a means to satisfy our emotional needs, containment, affiliation, friendship.
- Serve to increase and confirm our sense of identity and maintain our self - esteem.
- We help reduce uncertainty gives us the social environment.
- Allow us to reduce anxiety, insecurity and the feeling of helplessness and loneliness facing the unknown, to the challenges or threats.
- This aid to solve personal problems.
- Allow us to play, recreation and others that are not linked to the organization 's activities.
Activities of leadership : leadership development serves multiple functions for the group, according to different situations: A) strong leadership, centered around the leader, or manager: in this case the leader meets and performs many roles, develops almost all functions group, controls the key features is the communication center of the group. This leadership style is more authoritarian. B) lax leadership: the key behaviors are held by many members of the group, the leader is self - limited or limited, is more democratic and participatory. This leadership is centered around the group, is more dispersed, more relaxed, no lateral communications, not only radial. Leadership reinforces the components analyzed in points 1 and 2 and in the case of strong leadership may limit individual activities described in paragraph 3.

Group Structure

The groups have a structure that shapes the conduct of its members. Some of the structural variables are:
1. Leadership: almost every group has a leader. Leader is someone who agrees to make oriented for the purpose of group activities, plays an integrative role that ensures that all elements are pursuing the same common goals and also seeks to promote the development of the same link. There may also be shared leaderships in the group, one for one type of tasks and one for another.
2. Roles: all members of a group are actors and each plays a role are a number of expected behavior patterns attributed to someone who occupies a certain position.
a) The role identity: are certain attitudes and actual behaviors that are consistent with a role.
b) The perception of the role: it is how the person perceives to be their performance.
c) The role expectations: the leader and the rest of the group members define how one should act in a given situation.
d) Conflict of roles: occurs when a person finds that meet the requirements of a role can collide with the orbit of the role of another group member.
3. The psychological contract: establish the tacit agreement between the leader (formal and informal) and each of the other group members. Members have expectations about the boss and this about each of them. When those expectations are not met there is usually sanctions and even expulsion from the group. But this psychological contract also established between all members of the group together as members of the same and about expectations and expected loyalties.
4. Rules: all groups have established standards, ie, standards of acceptable behavior, shared by all group members. The group aims to develop a life, a history and own culture. At the same time its members are developing approximately the same attitudes and values and abandoning others. There is a mutual socialization among group members. These parameters of behavior, values and attitudes are called standards and must pautar group behavior. The rules say members what they can or can not stop doing in certain circumstances. Generally, the groups indicate how its members should work and how to do it.
5. Status: is the category or social status that others attach to a group or its members. It is important that the group members think that the hierarchy of status is fair. When an injustice or an inconsistency between role and status is perceived, it causes a conflict. The status is an important factor performance roles, it is a motivator.

6. Functions of communication in groups

a) Check: the conduct of members, through informal communication.
b) Motivate: You can encourage motivation of the members, telling them what to do, how they are doing something, and / or what to do to improve.
c) To express emotions in the work environment becomes a door of realization of social needs.
d) Report: it is facilitating role when performing a task or decision.
The group in the organization
You can also see the group as a social system within a larger system: organization.

Types of groups in organizations

The group formed through and formal organizational structure is called a formal group: is formed to perform tasks in the workplace, is a working group or task.
The formed within the organization, but without being officially recognized or supported by the formal organization, is an informal group.

1. Formal Groups

They are those that are deliberately trained by an organization to perform a specific task, clearly related to the organizational task. Classes other groups may be:
a) Relevant formal groups.
b) Temporary formal groups. They are destructured as a group to complete the task.

2. Informal groups

Because people have needs that transcend the work, it is natural to try to satisfy them with members of the organization. These informal relationships become informal groups; therefore informal groups arise from the combination of formal factors and human needs.
c) Types of informal groups
- horizontal groups: informal associations formed by members of the organization with more or less the same range and working in the same area.
- Vertical groups: informal group formed by members of the same department but different range.
- Mixed or formed randomly Group: members located at different levels, from different departments and different physical location. Arise from different interests or to meet functional needs formal organization fails to meet.

The stages of group development in organizations

1. The stage of formation: is characterized by great uncertainty as to the purpose, structure and leadership of the group.
2. The stage of the storm is internal conflicts, until members accept the existence of the group.
3. The stage of normativity: is characterized by close ties and cohesion. Institutionalized rules.
4. The stage of action: the groups have a clearly distinguishable internal structure arising in the course of time, has been accepted and is functional.
5. The phase transformation team: gradually acquires patterns of efficiency and productivity in achieving the goals set by the organization.

Work teams in organizations

Deep Blue beat Gary Kasparov not because it was a machine, but because behind it was a team, and won the genius because it was alone.
Ten years ago people did not talk in teams. These existed, but were conventional groups, watertight compartments limited to the function: accounting, finance, production, advertising, not always organized with a criterion of performance and efficiency. So he began to develop the idea of team.

Equipment Definitions

A team is structured around criteria of productivity and efficiency in achieving goals group. The tasks of low complexity in organizations or those not properly structured individual teams. On the contrary, those complex, or where required to develop creativity and organizational learning, develop better team.
We can also say that a team is a group of people determined to achieve integration. Each member must make their convinced that the successful completion of these benefit the whole and that an error committed by it may bring inconvenience to all tasks such equipment. Each member, in turn, should guide their particular interests in ways that are found in accordance with those of others, and not use them for their own benefit.
A team requires a balance of powers that tackle the task efficiently. Drucker said that a team is a number of people with different backgrounds, skills and knowledge, recruited in different areas of the organization collaborating on a specific and defined task. There is usually a driver or team leader, but each time the leadership is likewise determined according to the logic of work and specific stage of development.
The success of our modern way of life depends on teamwork. Any team can be efficient only if you use the skills of members in an effort rather than a series of uncoordinated individual activities (group).
The team is a microcosm of the working environment. In modern organizations, teams must be balanced. They must have people who are able to take care of the detail on one end, while at the other end other should be devoted to explore and develop new initiatives.
We saw that group is a group of people gathered in one place to form a unit or are considered as a set of interdependent people. In that sense really it is a system and not a conglomerate, a collection of individuals.
Here is an example: who are all on weekends to play a sport, a hobby, or go dancing may be a group, but not a team. If you are organized to compete in a tournament, they are becoming a team.
Organizations have a group of individuals and form, train and structured as equipment for the following purposes.
1. Division of organizational work: in units of objectives and results that add value to an internal or external client of the organization, cost, quality, time and form.
2. Management and control of work: it allows these people to self - organize and autocontrolen.
3. Self -responsibility : they are given power to solve problems and make decisions in its orbit role. Also re - examine and ratify decisions made outside the team. Coordinate their tasks, and assign roles and responsibilities for internal decision making.
4. Creativity: collect and process information, develop ideas, and create and accumulate experience; apply and develop knowledge, contribute ideas, solve organizational problems in its core technologies and management.
5. Organizational Learning: accumulate knowledge, learn, are the organizational memory cells. Develop and enhance individual skills.
6. Increased organizational commitment and participation: motivate individuals to link them with tangible results of the organization.
7. Negotiation of resolving their conflicts: they are the first instance of negotiation and resolution of organizational conflicts.
Advantages of teamwork
Teamwork channels and promotes staff participation in improving operational processes of the organization and encourages creativity, initiative and organizational learning.
- The teams increase productivity. As closer to the action and customer participants, you can appreciate better than conventional management the leg opportunities to improve efficiency.
- Teams improve communication. The group intensifies the focus on the task being performed. It deals with sharing information and delegate work.
- The teams perform jobs that ordinary groups can not do when the task is multifunctional, there are no individuals capable of competing with a team of versatile members.
- The teams make better use of resources. A power team and coordinates the individual were worth.
- The teams are more creative and efficient ways to solve problems. For they combine multiple perspectives and capabilities.
- Teams generate high - quality decisions. A team can be multidisciplinary and combine different perspectives, which improves the quality of decisions, but not its speed.
- Teams generate goods and services of better quality. In complex tasks that require intervention and coordination of more than one individual, teams generate better products.
- Teams generate an improvement in the processes. Only a team that fits all the functions that contribute to a process can understand what is happening and eliminate obstacles, accelerate organizational cycles and apply energy to continuous improvement.
- Favoring learning organization. Organizations accumulate knowledge on computers. Organizations learn as a team.
- Teams contribute to differentiate and integrate both. The equipment allows mixing people with different kinds of knowledge, without the differences that break the fabric of the organization and lead to fragmentation.

What is a team work

1. It is a real group that interacts with each other. The teams consist of employees who are part of a management unit and organizational results. Its members hold positions of interrelated work together, in a clearly differentiated area. If composition is usually fixed. There are also ad hoc teams, ie that are structured for a particular task and then dissolve.
a) share and develop certain objectives that guide their actions.
b) develop internal rules that govern their behavior in all spheres of their life together: how to decide the level and quality of effort, conflict resolution, etc ..
c) internally develop certain roles in the internal division of work.
d) develop feelings of mutual attraction to varying degrees, but can also be (and it is common to be provided) negative feelings.
2. They are units objectives and results. Develop an activity whose result is a product or service delivered at a certain time, adjusting to certain quality standards and cost. They are responsible for adding identifiable or measurable units of a product or service to an internal or external client of the organization value.
3. self - organize. They are responsible in some degree of internal organization. For example, the allocation of jobs, quality, training of its members, enrichment and expansion of the task (Job Enrichment-job enlargement). They have power to make decisions, subject to higher revision (empowerment).
Conditions to be fulfilled by the process leading to a team that is effective
1. The effort put in by the team should be recognized and rewarded if achieved the objectives of quality and quantity established goals.
2. Team members must possess the skills required by the tasks set in the directory of competencies of the organization. Not to possess, you must train them and train them until they succeed.
3. The team must develop an internal organization and working methods that facilitate the scope of the objectives.
4. The equipment shall be equipped with the necessary to develop their actions (empower, delegate, decentralize) power.

Criteria for judging the effectiveness of a team

1. The result of team activity must meet or exceed the levels of quantity, quality, cost and time, in order, efficiency, set the goals.
2. The experience of working on the computer must be sufficiently rewarding, successful and recognized for its members. Working on the computer must be motivating.
3. Social processes taking place in the team must be of such an order that contribute to maintaining or improving its cohesion, learning and ability to work together.

Factors shaping conditions conducive to achieving effectiveness

The above conditions depend on the following four factors:
1. The way the team has been designed.
2. The presence of a cultural-pro-regulatory and organizational framework.
3. The development team within interpersonal processes that encourage cooperation, collaboration and efforts of its members.
4. The device receives reliable information (feedback) on the results of their work.

Design Team

1. Design of the task. The motivation to make the effort required will be greater if the task meets the following attributes, the same that have been identified for an activity is intrinsically attractive.
- The task requires a variety of skills.
- The task is challenging.
The results of teamwork are important (significant) for other people, whether inside or outside the organization (internal or external customers).

2. Team Composition

- It must be the right size to complete the product or service.
- Members must be interpersonally components (should have the right mix of knowledge, skills, abilities, skills, attitudes, skills).
- You must have moderate heterogeneity (dad variety of functions to be fulfilled) within the homogeneity needed to form a group.
Performance standards. A team has to be a group with its own rules, but they must comply with the requirements of the task they are entrusted. To facilitate these rules two ways open: either an external agent (supervisor or staff) recommend appropriate operational; or pay the external agent helps the team to learn to develop these standards; or mixed among the top level of the organization and team goals, standards and measurement parameters are set.

4. Organizational framework pro

1. Objectives and monitoring systems in collaboration with the team. Work teams require an organizational framework in which the MBO, so that management and teams established by mutual agreement the objectives of each work period. Scorecards or dashboards that provide quick information on the degree of achievement of objectives, so that managers and teams have the feedback they need to evaluate and adjust the action is also required.
2. Incentives linked to performance. Awards established by the achievement of goals.
3. Skills Development. And training members to develop the skills needed for the task assigned roles in the technical, managerial and administrative socioparticipativo.
4. Regulatory Framework clearly defined. The competence and autonomy of equipment and standards that should fit your effort.
5. Eventually, performance assessment procedures that have the opinion of the team members on the contribution of their peers. Peer evaluation, analysis of 360º.

Development of cooperative interpersonal processes

Favorable for the development of a team interpersonal processes are the same that have already been analyzed for groups, with the added performance. Only when the team has developed its internal "constitution", you can focus your efforts on paying to reach the required quantity and quality.
These favorable interpersonal processes are necessary for:
a) The members of the group are coordinated with agility.
b) the emergence of a "team spirit that encourages commitment.
c) contributions of its members, so that equally legitimate respect individual differences and conflicts are not generated by different comparative weighting efforts are properly weighted. Reciprocity and justice in the effort are paramount in the internal balance of the team.
d) knowledge exchange and there is a collective learning.
e) formulas of internal organization and working methods task team set to develop. That social and technical harmonically they join in a socio - technical system.

Feedback (Feedback)

Teams must receive information about the results and performance, internal and external clients and their bosses. It should discuss these elements with what was done and how it was made. This will allow the team reprogrammed and improve performance.

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[ 8 ]

Delegating: the dilemma want but can not

How often he heard about delegating? How many times did the effort to delegate only to discover regaining control over the delegate?
This time I intend to present an interpretation of the phenomenon of the delegation. Before we begin, I pose the question: that I speak when I speak to delegate? Note that I am using the recursive language ability.
Consider that word in different contexts.
When someone representing a group of workers is called "delegate".
What was delegated on him ?.
There is also talk of "delegation", ie a group of people representing a frete entity to another. Again. What is delegated on the delegation?
In all these contexts the concept of representation claimed. A delegate is a representative and a delegation is a set of representatives.
Many speak of delegating responsibilities. But is this possible? Consider this possibility: imagine that we commissioned a task to a colaboador. This person, for many reasons, not performs this task correctly Who should answer for the shortcomings of this work? Does the worker who made it or the person delegated the task? What if the latter say something like: ". Look responsibility is not mine, I delegate my employee" Is it not true that sounds childish and irresponsible ?.
As we can see the responsibility is not delegable because it is inherent in the office or busy role. So we are delegating? Let 's go back to associate delegate to represent.
When a group of workers choose a delegate, you are giving this the representation of them on a particular entity. This has the power to make decisions for the group, before the union or others. Turn to a delegation conferred upon him the power to speak in the name of the country he represents. When we talk about power , we do not mean power over others, but the capacity to act on behalf.
So when we delegate, what we do is empower others. Power to act, to act. Now, the fact that what is not delegated responsibility implies that it is not responsible for how you do the job? Of course not. Since responsibility it is not delegated but is assumed. When I give power to others determined to act on my behalf against a particular job, they in turn assume a certain responsibility by accepting that power.
Part of the power we have as managers or leaders delegate it (we split) in certain people who assume certain responsibilities. Now when responsibilities are taken there is another factor that we are delegating: freedom. When we say free, we mean the ability to make their own decisions responsibly. In short when we talk about we refer to delegate power to make decisions freely that you attach to a specific person on our behalf. It is this freedom to act that implicitly grant the power, which makes delegation a risk; since freedom also means freedom to make mistakes and learn from mistakes.
I will provide some basic parameters to consider taking into account what has already been raised:
1) Let the person is expressed in relation to how perform the job, without criticizing or judging.
2) Let mistake. Consider the possibility of error as a mutual learning. Perhaps you are asking What could you have done differently? How would you do next time? What did you base you to make that decision? How you could change the course of events?
3) Let's agree a moment of accountability for work. For example: "How about if we meet on Wednesday to discuss how the work progresses and the difficulties you faced?".
4) make clear which is the ultimate goal, the goal to achieve.
5) Provide effective recognition if reached, otherwise return to step 2.
Delegating is empower, allow make decisions, take responsibility, use their freedom in a productive way.
By delegating, thus, the state of flow, creativity, conscious acts is encouraged, and are encouraged to motivating the person to achieve goals that will increase their self - esteem. When a person has self - esteem feel confidence, confidence that their work will be valued and recognized, trust that will allow you to believe in yourself and in your abilities, all that will increase reliability, and to become a reliable person, we feel tempted to give more power ... more freedom ... forming a virtuous circle ad infinitum.

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[ 9 ]

6 things you should not do if you want to generate commitment and achieve results on your computer (based on a true story!)

Most all read books that tell us what to do so that employees are grouped into projects and come to form a 'high performance team. However, those texts that, based on experience, stimulate the reader with a 'case' (case control) briefly awaken attention and provokes a generating reflection of some kind of change does not abound.
And we all know that comparison and polarities also learned. That's why, from my experience as a coach and facilitator, I took off my positive vision for a moment and propose to read carefully these six points and reflect as to the extent that you 'meet at exactly this not to do ', then take corrective action they deem necessary. Each of the six points, its consequences, and I have observed personally have witnessed the profound damage generated in the organizational fabric, trust and ties, although it is not always visible in the short term. They are not the only points of observation, but serve to initiate reflection.
1. Assign tasks, liability or projects and then not bother to spend time to thank, analyze and give feedback to people, their reports or work submitted ...
Do it. And you know what people say so low?
"What sense does take time for this job if I never see?" " I never finish knowing if what I did liked or met their expectations , " "I did not have time to explain why I put what I put; only I could comment on five minutes as she left" "next time I know how much commit with the team "
2. Make the formal launch of the project gathering and mixing in a meeting room or office, both those who have an important responsibility in the project as typical to reviewers who are always ...

Do it. And he knows what will happen?

On one side will be missing key people in the project, ie, those who were not contacted in time to be at that meeting because it was all improvised or hastily; on the other hand there are people who feel that waste time, which has nothing to offer and is only 'attending' to launch another project to be adrift.
3. ensure that everyone understands well what they have to do and, above all, leave to chance the reason why (the 'why') would be good to do so ...
Do it. And you know what kind of result you get?
At the meeting where the proposals submitted will feel in the air that made everything does not end align with what the manager wants. We begin to glimpse a misunderstanding as to the scope of the project. In an effort to start caring own silhouette, people will start to shoot at close range, wounding others verbally and trying to be the best possible standing.
4. Even if you know very clearly what he wants, does not express it openly, shut up and let the group infers, interpret and deduce what you as a manager thinks and aims of this project ...
Do it. And you know how many kinds of presumptions do?
I could tell if I wanted to , one by one, the various interpretations that make each person, which will obviously an important step towards the area in which each performs bias. You will see people who will try to ask questions to clarify, somehow, what you wanted to achieve when he called and even why he did it .
5. Intimate (or shows through ) the draft, charter or prototype group will never be as good as you would have done personally ...
know what level of commitment will achieve?
Very low; It will be committed only to themselves. It will begin a process of 'spiritual rotation', where the focus leaves the project and is installed on the need to care, not to take risks and do things as close to what the manager wants.
6. Change the priorities and equipment at any moment; dismissed in the meantime some benchmark project teams or desentiéndase of project progress ...
know what kind of feeling is created on your computer?
Uncertainty. Awareness of lack of planning. Risk of 'I'm next. " Feeling that nothing is as strategic and important as it seems.
It was reflected in some of them? Quiet, everyone can happen to us. But it would be good to consider doing something about it .
In the next installment I will discuss different 'antidotes' these six 'infections' that happen or are repeated without distinction, in SMEs or multinationals. I will discuss how to make those managers or leaders who, through example, continuously create an inspiring environment that gives meaning to the work of its employees, thus influencing its results. I will work with 'virtual cases' that belong to the reality of organizations but, however, do not describe any particular one . The idea is to allow them to enter anonymously and how to express what happens behind closed doors of businesses and builds, quickly or slowly, their culture.

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[ 10 ]

Diamond management practice

By assuming a management position we find that there are several aspects to be taken into account to successfully perform this work.
Among them are four aspects which are explained below:
Personnel Management
is very likely to develop the given task assigned us a team of people, each with their own skills and competencies and also with their individual situations, so it is the manager 's responsibility to care for people, being not only the head but also his coach, allowing you to develop your skills in each of the tasks performed.
The manager is then who should ensure to permanently monitor the management of your team, listen to their requirements, develop actions to consolidate a good working environment, establish the profile of new employees required and be attentive to solve the concerns of his team.
The management staff is not then the sole responsibility of Human Resources Manager but every one of the managers of the organization has the responsibility to know the relevant aspects that affect the performance of the people working with him.
For example: verify proper staff training, ensure fairness in workload and their respective compensation, ensure that safety standards and health and hygiene are met, recognize their successes and support their initiatives, etc.
The manager then acknowledges that while his leadership, decisions and effort contribute to the achievement of results is through the people who make your team as able to achieve these results.

Resource Management

The management work is also identified by the responsibility we have on resources that can be economic or plant and equipment. They are the means for the full development of the task at hand .
Proper planning in the use of these resources are then required to develop a management system that would maximize each of the items available for the development of the task, also this point concerns the proper management and control of budgets .
The manager must then assess whether it has all the resources needed to be successful in their management, if budgets comply with the requirements, if teams are needed and the technology required, if you have the elements sufficient office, if the plant or the building meet the needs of not only the team but also customers and / or suppliers who use these spaces, etc ..

Management and Responsibilities

Managerial work is characterized by the whole series of activities, tasks and actions to be developed to achieve the expected results in this regard it is important that the manager effectively establish a routine work.
Activism often makes the days go past solving many situations that sometimes lack impact and ends in the sense of frustration that involves evidence that all day long been working on issues but with few results at the end of day.
Develop effective work routine has to do precisely with the ability to organize work schedules and maintain, distribute the different tasks so ordered as:
• Delegating properly in the team
• Develop effective meetings
• Attend or returning calls in a timely manner and effective
• Reply emails times appointed
• Attend executive so people who visit you, they are customers, suppliers, co-workers etc.
Another important at this point in the management element has to do with the manager 's ability to identify key indicators which is being measured their work, then develop an appropriate program to find the data, process it and turn it into useful information to make decisions timely and successful face their responsibility.
Impact results
are the deliverables of our work. It is the consequence of having gerenciado people in the team, having planned and used the resources allocated and have developed our routines.
The results are the raison d'etre of management practice, it is why is assigned us the charge and therefore will have to be adjusted to the expectation of the organization since they depend not only increase productivity but also they are a significant contribution to the competitiveness of the organization against the competition.
The results will then be aligned with corporate objectives and thus the assigned management work can be described as successful and able to generate added value in the organization.
I hope these thoughts will come increasingly to own development of management skills and allow us to consider aspects from our own everyday can implement.

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[ 11 ]

How to lead with leadership?

Team building is a process that involves the commitment of those who have the responsibility of leading the people and resources towards achieving the goals set by the organization.
There are many obstacles to be overcome before building a culture of high performance work teams.
Who begin to participate in a work team bring own management styles that sometimes differ from those expected by the organization, which makes leaders assigned or recognized by the teams must develop a working model that allows accompany this process team members.
Become leaders in the early stages of team building, a reference point for the members, are the model and hope that it is they who organize, direct and accompany each of the activities performed.
Thus, the leader takes responsibility for how to strengthen the performance of people, whether through training activities or processes of coaching and support to identify the responsibilities of each of the members and empower them according to the expectations of the organization.
In organizations that are beginning to strengthen the management teams it requires that senior management establishes the commitment to assist and support the activities of the team including:
• Accompany the process of planning activities and objectives.
• Meet with the group to track the tasks
• To evaluate the results
• Develop improvement plans with the team and people.
• Play each team 's concerns.
• Motivate and encourage team members.
• Congratulated for a job well done
• Provide solutions to difficulties
when the teams are in their early stages are like a child learning to walk, we must guide, orient, correct, encourage him and accompany him.
If groups are adrift unlikely to deliver the expected results even if they have at hand all the necessary resources to the task.
The leader is a must for the team reference and therefore if we want one day walk alone, make wise decisions, are good negotiators, acting assertively, lead projects and become adults executives within the organization.
The leader must be present at times that require and provide space to grow as individuals and as a team.
I invite those who have dependents to be teachers, and in that sense not only teach others what they know, but also learn to:
• Understand what happens with the team when it does not work.
• Recognize the factors hindering its growth.
• Identify people who can facilitate change processes.
• Supporting people and equipment in their effort to make things better.
• Accompany the processes live on computers.
Because each of these verbs are an invitation to put aside pride that occasionally accompanies chiefs and leaders, and prevents them from being effective in their work.

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[ 12 ]

Public accountant values are integrity and transparency

In your opinion What is the professional stage with which they are recent graduates?
There are two main areas to be developed: the first within a company or public entity and the second as a freelancer, may exercise within a firm or your own company. Punctually for future accountants, the chances are great. Today, the services of an accountant are highly demanded for various reasons. Its functions are closely related to the operation of the current economy. All economic activity is permeated by our work. We are true facilitators of economic activity in its various manifestations, in all areas and levels.
Among the youngest, at graduation, generally still it prevails a feeling of uncertainty, aimlessness. What would you advise a recent graduate to define correctly?
First of all, I think it is important that young people are aware of their vocation. Contador's career has a very wide field of action. Again, today is not possible to conceive of any economic activity, as simple as it is, that does not require the assistance of an accountant. Therefore, in the world there is a general demand for accountants much higher than supply.
Give examples of potential fields of action
Si. Whether working as accountants in different areas of business or public administration, such as business consultants, tax advisors, court officers , members of audit committees and auditors.
For its size, we can say that is a relevant profession in the development of societies in which it operates.
Undoubtedly. In particular, accountants are key not only for the proper functioning of the financial market and capital, so they are for the good management of the entities, for the credibility and transparency of public accounts and for the proper implementation of social policies.
In his view What are the contents and values that can not miss in the race?
As we said, the field of action is very diverse and this should be reflected in the curriculum. Professionals should be able to answer the specific needs posed by the market, which correspond to the different activities to which we have referred.
There are also new skills, such as handling of new technologies, including so -called "environmental changes".
Yes they are a real impact, there are changes in the modalities of economic and financial transactions, applicable law and technology. On the one hand these changes create new needs to address and on the other, provide the possibility of having the tools to better respond to old and new problems.
The challenge of dealing with old problems with new tools ...
Let me tell you that the challenges are important, but so are the opportunities. As I said, today the world needs more counters that exist and this is a great challenge but also a great opportunity from the point of view of education.
What emerges from the comparison of a graduate in Argentina regarding another country?
Perhaps the most marked among graduates of Argentina and many members of the IFAC difference is that beyond professional bodies are more closely linked to the formation eg counter, ie, people study a university degree does not necessarily have to be linked to economics and then perform specific courses which are usually in charge of such international bodies and these bodies are finally taking the exams empowerment.
And if we compare the educational background?
I believe our country has very comprehensive training programs and generally respond adequately to international standards in the field. Of course, these programs require periodic updating. Possibly it can be further emphasized with regard to professional skills, ethical values and attitudes.
The latter is an interesting aspect that international standards could provide guidelines
precisely. The International Federation of Accountants who currently preside, has issued International Education Standards. These rules relate to the requirements of education for access to professional qualification: the educational content, the required professional skills, ethical values and attitudes expected of a public accountant, the requirements of previous experience and assessment tests the skills required. They also refer to the continuing professional education requirements, after obtaining the professional qualification.
All this what could adapt to the Argentine system?
One aspect that would imply a change to our system is the previous experience. This requirement exists as IFAC and perhaps it can be a topic to discuss here carefully. The question of continuing professional education also imply a change if it is implemented on a mandatory basis. It is another aspect that deserves to be analyzed in depth. Internationally it is considered a necessary requirement.
The educational offer there
is missing the system that can demonstrate that the quality of that education is appropriate and that it is actually received by each professional. An optional system that fulfilled this function could be a good start.
At the beginning of this note mentioned the importance of addressing the vocation, personally how you born in. The vocation of being an accountant?
Well as happens to all young people to me also happened to be me in high school and wonder what I'll do next. I remember walking in Mar del Plata summer with my father, and ask him what to study, what my father said , "Well, can become Certified Public Accountant". From that talk I started researching on the subject. I had an inclination towards the sciences, mathematics, physics. His advice was not so wrong. Anyway I started two races simultaneously: the BA in Mathematics and Public Accountant.. Then I started working on a study of accountants and did not finish Lic. In Mathematics and yes Public Accountant.
What do you remember his stint as student of this House of Studies?
Those memories are very pleasant. I entered the Faculty paying the entrance exam. I started studying when he still did not work. He spent part of the time in the Library of the FCE, which at that time was talking and circulating library. Were moments of great enthusiasm and illusions. I've had great teachers. I remember Accounting I course where the greatest difficulty was to make the sum of the balances without a calculator. I also remember the first tests we had to read, such as the "gain realized" by Bocardi, Chapman and Chyrikins. Came from a high school, me the FCE opened me the world of accounting.
We are nearing the end of the note is there anything to add Dr. del Valle?
If a final concept for students and graduates. I think one of the characteristics of our profession is that it has strong values. Among these values we can emphasize the integrity pledge which essentially summarize what you think you can accomplish, and really fulfill what he has promised - and finally, transparency. I think that accountants have an important role to play in society, we are accountants because the public trust what we say.

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[ 13 ]

How to delegate effectively

Leaders tend to have under his command, more flow of work that they can perform. They need to delegate part of this work in others. The benefit of effectively delegating various tasks to others, is that it gives the leader more time to lead and manage, especially when the following aspects are involved:
• Complex management skills
• Strategic opportunities
• Development of quality and productivity
• communication strategy and vision of the company
• Development and training of staff
decide to delegate
If you. is in a position that requires strategic leadership, and you are pressed for time, you. must delegate tasks. Some types of work should reconsider delegate would be:
• repetitive administrative tasks
• Certain technical and operational activities
. • Tasks or projects for which you are less qualified than any of his collaborators
• Work involving a possibility of growth for employees
• Tasks diversify the work routine or that are motivating or group skills that increase
skills for delegation
Selecting the right staff
is not an excuse for not delegating blame blame the quality of people with whom you work. You. Has chosen or accepted. If they are too incompetent to do the job, even with training, you should get rid of them.
No matter how high the potential of the team of people on which tasks are delegated to them, they need training. Remember the virtuous circle of training:
• Show the work to be done to employee
• Get feedback or return of the employee
• Make the employee do the work and observe
• The employee does the work and the leader asks him some questions
• The employee does the work and makes reports
Start small delegating routine tasks and delegating more complex tasks progress and see how growing trust between both parties. The task to delegate should be very clear.
Both the training process and the consequent delegation of a task require good communication skills of both parties. What is being delegated must be clearly defined, responsible for training should explain in great detail what you have to do. It is necessary that the delegator is always attentive to provide support when required.
Resisting get too involved in what the CEO is doing. If they come to you. Asking too many questions, try not to answer but to help them find the answers. Your obligation is to develop the initiative of their subordinates so that they can deal with various problems including those caused by their own actions, as you. Has done in the past.

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[ 14 ]

The 5 fundamental practices of exemplary leadership

By looking in depth the dynamic process of leadership through case studies and surveys, we recognize five fundamental practices through which leaders manage to do extraordinary things. The model took on a life of leadership, character and color when we started to hear stories of ordinary people who got out of the ordinary achievements. At its best, the leaders we studied were able to:
1. challenge the process
2. inspire a shared vision
3. Enable others to act
4. serve as a model
5. provide encouragement
These practices are not the private property of people study or a chosen few. They have passed the test over and over again and are available to anyone who accepts the challenge of leadership in any organization or situation.

1. CHALLENGING THE PROCESS

Leaders accept challenges and do not remain seated waiting for the fate smile on you. All leaders challenge the process. They are pioneers, have no problems in moving into the unknown. They are prepared to accept the risks, to innovate and experiment in order to find new and better ways of doing things. They are the first to provide an innovation. They know that experiments and changes have a percentage of risk and failure, but still act. In his study of practices of exemplary leadership, Professor Warren Bennis of the University of Southern California says, "leaders learn driving and learn best when they drive among obstacles." And inclement weather shape the mountains, problems shape leaders. They learn as much from their failures as their successes.

2. Inspire a shared vision

Each organization begins with a dream. Leaders are able to glimpse beyond the horizon of time, and imagine the attractive opportunities that await them and their constituents, to reach their destination. Leaders must hold the desire to make something happen, to change the way things are, to create something that no one has created before.
The clear vision of the future drives them forward. Leaders communicate their passion through vivid language and an expressive style.

3. ENABLE OTHERS TO ACT

Leadership is a team effort. After reviewing more than 2500 cases of professional success, we developed a simple test to detect if someone is on track to become a leader: this test is how often the word 'we' is used. Exemplary leaders get the support and help of all those who will operate the project. The sense of team goes far beyond a few direct reports.
David Butler (*) says "we must give people the image and proper instruction and then delegate responsibility so that they can make decisions." Leaders enable others to act, not monopolize power but deliver it . When people have more choice, more authority and information it is much more likely to use their energies to produce extraordinary results.

4. SERVE MODEL

The titles are awarded but respect is earned only through their own behavior. This is what he told us Gayle Hamilton, division manager at Pacific Gas & Electric: "I would never ask anyone to do something that I was not willing to do first." Leaders march on. They give the example and generate commitment through simple, everyday attitudes create progress and momentum.
Leaders serve as a model through personal example and dedication to the task.
To serve as a model first leaders must be clear about their guiding principles. It is supposed to defend their beliefs so certainly it is essential to have the beliefs they defend.
Not enough to give eloquent speeches on common values. Big dreams can not become reality only with vigor. Without hard work and persistence it is impossible to create a new future.

5. PROVIDING BREATH

The climb to the top is long and arduous. People feel tired, frustrated, disenchanted. Often tempted to give up .
Leaders provide encouragement to others to move forward. Before a charlatan who only boast, people move away. But genuine gestures of interest produce joy and desire to move forward.
The stimulus can come from big gestures or simple attitudes. When I was a plant manager in the division of wires and cables Ray Chem every so often , corporation Phil Turner dressed in a costume of clown and balloons gave their employees. Still enjoys celebrating important events in different ways and people have fun with their occurrences. Heather Giorgia, President of TPG / Learning Systems, is a master at providing recognition. When people mark a milestone, she flatters them stickers, dolls, masks, buttons, toys and any other imaginable prize. Part of the task of the leader is to show people who are able to succeed.
To encourage people to continue triumphing, you can use bands, bells, t - shirts, cards, personal thanks, and many other rewards. However the recognition and celebrations are very serious. With them, the leaders visibly linking rewards to performance. Striving to raise the quality, disaster recovery, launch a new service or make any drastic change, leaders seek people to benefit if the conduct is shown according to the estimated values.
Myths, traditions and realities
More and more often we wonder why no more leaders? Why people are reluctant to answer the call of leadership? We believe that this distrust is not from a lack of courage or competence but outdated notions about leadership. Almost all popular notions of leadership are a myth. These myths promote a model of leadership that is contrary to how leaders operate in real life. The teachings of traditional management suggest that the ideal organization is orderly and stable; everything must run like clockwork. However , when ordinary people tell their personal achievements as leaders talk about challenging the process, change things and shake the organization.
At the same time a popular myth portrays the leader as a renegade attracts a band of followers with acts of bravery. In fact the leaders attract people thanks to a deep faith in the human ability to adapt, grow and learn.
The teachings of traditional management focus our attention in the short term; Wall Street analysts, the quarterly statement and annual report. However all effective leaders who have known had a long - term orientation towards the future.
The traditional management teaches that leaders must be cold, distant and analytical; they separate the emotions from work. However when real - life leaders discussed the highlights of their careers, they describe feelings of inspiration, passion, joy, intensity, challenge, interest, affection and ... love.
Another myth says that leaders are "charismatic". They possess some special gift. In the best cases this distorts our assessment of leaders at worst can lead to hero worship and devotion to a cult. Of course that leaders must be energetic and enthusiastic, but its dynamism does not come from special powers but strong belief in an objective and willingness to express that conviction.
And the most pernicious myth is the one that says that leadership is reserved for few. This fable is perpetuated every time someone asks Are leaders born or made? Leadership is a set of practices that can be observed and learned.

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[ 15 ]

Notions of power and leadership

When can define leadership from the idea that this is a special form of power, forcing to make any consideration of the concept of power. This is a term widely discussed and there is no unanimity among the various authors who have addressed the issue.
Power is the ability to do or affect something, or to influence others and in its most general sense means:
a) -ejercida or not the capacity to produce the occurrence of something
b) influence exercised by a man or a group through any means, on the behavior of others and in a planned way (KAST and Rosenzweig, 1987)
therefore, power is the ability to affect behavior by default; but considering that whoever has power can threaten the use of force or sanctions, the threat itself is already power.

SOURCES OF POWER

French and Raven (1983) (1) distinguish five sources of power, based on the relationship between the holder of power and receiver:
a) Reward power: power whose base is in one 's ability to reward media available.
b) Power of coercion: based on the ability to impose penalties by the carrier.
c) Legitimate power: where the receiver to recognize the bearer the right to influence him and accepts the obligation to acatarle.
d) Power of reference: the receiver is identified with the carrier power and tries to act like him.
e) Expert Power: based on special knowledge receiver attributed to the holder thereof.
Complementing and in turn short, this classification, it should be recalled that Simon (1979) states that the main source of power in organizations is the management of uncertainty in solving problems in a random world. Thus, the points of the organization receiving information from outside and transmit into conclusions are called 'points absorption uncertainty'. The management of these points is the largest source of power in organizations. Generically you can determine what those points:
a) those related to the environment
b) linked with difficult specialties to replace
c) that dominate the internal communication channels
d) rules that exist in the organization and can be used by any of the participants
So we can say that power in the organization is, basically, an information problem. Information as a source of power is as old as humanity. From the informative "manipulation" of the serpent to Eve in Paradise continued use, by the leaders of information services as the basis of their foreign policies.
CONCEPT OF LEADERSHIP
Knowing the sources of power, you can make a subtle distinction that allows the approach to the concept of leadership. ranking French and Raven, the first 3 sources of power- of reward, coercive and legitimate - identifying basically formal authority in the company; while the last 3 -legitimate, expert- reference and are the foundation of the concept of leadership in organizations.
This means that one should not confuse, in principle, the terms "business management" and "leadership in the company." In other words, managers have to try to be leaders, can they succeed or not and this will entail higher or lower levels of efficiency in their activity; but you can not forget that there will be leaders in companies that are not managers.
The essence of leadership is the willingness of others to follow because they believe that gives them a fear to achieve their own desires, wants and needs. Therefore, leadership and motivation are closely related.
As in other cases, the attempt to define fully the concept of leadership by analyzing its components:
A) the ability to use power effectively and responsibly
b) ability to understand that humans have various sources of motivation at different times and situations
c) ability to inspire ideas, feelings and actions to others.
d) ability to act in such a way that a favorable response to the motivations and for their development climate develops. (Koontz and Weihrich, 1991).

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