The importance of flexibility in leadership… Knowledge management and internal processes… [Megaposts]
Administration of human resources in organizations
Administration of human resources:
- The motivation to produce: the theory of Vroom
- Generation X
- 18 tips for leaders Colin Powell
- Types and forms of conflict resolution
- Importance of empowerment in today's workplace
- 12 advantages of teamwork
- Challenges of human resources management in companies of between 5 and 150 employees
- What it is called Senior HR?
- Theory of social power of French and Raven
- The importance of flexibility in leadership
- Knowledge management and internal processes
- Emotional intelligence in the success of the leader
- Share work
- Need for teamwork
- Are we really taking care of our internal customers?
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[ 1 ]
The motivation to produce: the theory of Vroom
Victor H. Vroom developed a theory of motivation that defies the theories of Maslow and Herzberg that rely on the premise that different people act differently depending on the situation they are.Vroom approach speaks specifically of motivation to produce from 3 factors that determine individuals for this purpose.
The motivation to produce is based on:
1. Individual objectives , or the willpower to achieve goals (expectations)
2. The relationship of the individual perceives between productivity and achieving their individual goals (Rewards)
3. Capacity the individual to influence their level of productivity to the extent that he believes he can do (Relations between expectations and rewards)
among the personal goals of the individual . They may include money, job stability, social acceptance, recognition and interesting work. There are other combinations of objectives that a person can try to satisfy at the same time.
Perceived relationship between achieving objectives and high productivity. If a worker has a more important objective earn a better salary and are paid by production, peude have a source of motivation to produce more. However, if social acceptance by other members of the group has more to it, you can produce below the level that has been set as informal production pattern. Producing more can mean the rejection of the group.
Perception of their ability to influence their productivity . An employee who believes that his effort has no effect on production, tend not trying too hard: the case of a person who exercises an office without sufficient training or assigned to an assembly line worker fixed speed.
In order to explain the motivation to produce , Vroom proposes a model of expectation of motivation based on intermediate and gradual objectives (media) leading to an ultimate goal. According to this model, motivation is a process that regulates the selection of behaviors . The individual perceives the consequences of each alternative behavior as results represent a chain of relationships between means and ends. Thus, when the individual seeks the intermediate result (eg increased productivity) is in search of the means to achieve the final results (money, benefits, supervisor support, promotion or acceptance of the group).
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[ 2 ]
Generation X
Generation X or Baby busters, is the generation born between mid-1960 to 1980 (even some take up those born in 1985). The name of this generation took force by the novel by Douglas Conpland , 1991. These people are the children of the last conservatives on one side (those who were horrified with the Beatles or longed for his son to be a priest or military) and who broke with everything set so far for another (hippies, free sex, LSD, etc.) they grew up with technology and have as main feature the ability to dominate, adjusting to the changes but balanced with a taste for outdoor life and sports.They have lived everything from black and white TV, Pacman and the boom of the hamburger. From cookery to delivery, the bearing to the Commodore 64 and the iPod.
Generation X is a generation where middle managers look as the social problems of this generation is similar to the problem of corporations: they have the pressure of seniors (senior management) from above and pressure from the rank and file employees from below (Generation Y).
Generation X but gentrified, love rock and roll, and the likes of the '80, lasting friendships and perpetuity of values that absorbed when they were children.
They are good at adapting to changes. More engaged in interpersonal and labor relations that Y and more adpatados to changes boomers.
In Spain for example they are known as the litter of "education of the 80" best formal education so far.
For X, the Internet is more a space for own benefit: develop business or read the newspapers traditional paper and not for gambling or online gaming entertainment as Y. They value the outdoors and sports, especially challenging: rollers, climbing, marathons, trekking, etc.
Generation X suffered major sociological changes in their environment, from home, were the first children of dysfunctional families, and many have met the psychologist. Late teens, left utopias and dreams aside and dedicated to work on it safe, believing only in themselves.
They like not miss the good life. Growing up in a postmodern world, with a sound economic system, they are foodies; bon vivants. Technology, comfort, good clothes, good food and drink, travel are your weaknesses. They look for products that identify and have personality that fit them and who do not belong to the pile of production.
Those belonging to Generation X, are individualistic and solitary, had little independence from the lack of parents present, have a strong awareness of diversity. Many of them saw their parents be faithful (to businesses, marriages, religions, etc.) who did not obtain good end, so above all are true to themselves.
Having grown up under the influence of television, they are more realistic and skeptical than their predecessors, are seeking that everything has a solution or a quick response. Question authority and impose their own rules and are in constant search of attention. They have the need to compete, to take every opportunity to appear.
In the workplace people of Generation X have different ways of working with respect to their predecessors, the baby boomers. They are more collaborative, like teamwork, do not believe in hierarchies and are handled informally against any authority, treating these as pairs. Managers are more leaders.
They are selfless, they can work on a project that may not have to do with his position in the company, undertake to seek achievements in the projects. Compared to older employees, they feel more comfortable working in mixed groups.
Its most interesting aspects are the ease of using technology to work, the constant search for balance between work and family life and communication with others.
Many entrepreneurs who grew up with the technology bubble of the late 90s belong to Generation X. They are entrepreneurs and when they undertake are for all. They do not give up the dream of the own company or become millionaires before 40 and often use the experience gained in a major undertaking for its own benefit.
Having grown up in a world where image predominated (radio, film and television booming) have an overvalued consideration of beauty and aesthetics in general. Usually they related to shine in her work and creativity: design, advertising, journalism, television and film. On the other hand, have an interesting flipside, administrative positions feel very well. Some copies of this generation, let their creative side for perosnal life and work is only a source of income and professional growth. It is therefore not unusual to find an X Manager suit, tie, formally attired in the office, a weekend with a worn shirt Ramones, torn jeans and sneakers screaming in a concert.
Unlike Generation Y, the GX are highly sought after by headhunters to fill important positions. They are the main beneficiaries of retention strategies in companies.
Recommendations for work with an individual of Generation X: 1) Assess the talent and life experience they have, let them note that the rest can learn from them. 2) Meet necessary, and preferably communicate through technological means 3) Offer flex-time or balance between work and personal life. 4) Leave work free, empowering them to be decision makers. 5) Do not managed through orders, the weather should be relaxed and informal. 6) Give them no benefits to all employees as a benefit but is given, for example goal -oriented , and have a laptop or mobile phone paid by the company. 7) If you do not have dependents, you assign a junior so you can asisitirlos and can train.
They have a closer relationship with the Baby Boomers, Generation Y with those who despair. The GX already occupy middle management, dismiss and hire people, or are expatriates exitosísimos and many are on their way to be important business leaders.
In short:
They are individualists and money is the means to the good life
seek the balance between work and personal life
are oriented towards results rather than processes
formal Although the deal value lacomodidad, casual dress at work and free time
Seek a direct relationship to equal terms with the authority
seek challenges, adrenaline and projects. If it is to grow professionally, if also works on improving much better world
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[ 3 ]
18 tips for leaders Colin Powell
1. Treating everyone equally kindly , regardless of their contribution, all you will achieve is to make sure that the wrath of the most productive and creative people in the organization grows.2. True leaders make themselves accessible and available to others
3. Experts often possess more ability to discern information . The policies are often dictated from "ivory towers" have an adverse impact on people who are fighting the battles of the day to bring benefits to the company. True leaders are combative in the face of these trends.
4. Do not be afraid to challenge or contradict people who are in your favor. If you have a team member who always tells you yes, then one of the two spare.
5. Never neglect the details . When everyone's mind is as dulled or distracted the leader must be aware of what happens twice. Good leaders delegate and empower others freely, but pay attention to details, every day. The job of a leader is not to be the chief organizer but the chief disorganizing.
6. Do not know what you get until you try . Good leaders do not expect an official blessing to do something. If you ask permission enough, inevitablememente you'll encounter someone who believes his job is to say "no". So the moral is do not ask.
7. Always look beneath appearances . Do not avoid doing so just because you do not like what you find.
8. The organization actually accomplishes nothing . Plans do not accomplish anything, theories of management do not matter much. Efforts succeed or fail by the people who carried forward. Only by attracting the best people, you can achieve significant achievements.
9. The organizational charts and fancy titles count for nothing . In well - run organizations, titles are hardly important. The titles mean little in terms of real power, which is the ability to influence and inspire others.
10. The most important question in performance evaluation is not exactly "How well you played your work since the last time we met?" But "How much you changed your performance?".
11. Leaders pay honor to their values but are flexible in how run
12. The constant optimism is a force multiplier . Complainers and culpable leaders generate these same behaviors among their peers.
13. You can train in business fundamentals to a junior bright and happy without major problems . But it is much harder to train someone to have integrity, discernment, fairness and ability to get things done. Good leaders assert the possibility to give their opinion in the recruitment phase.
14. Great leaders are almost always great simplifying , they can cut their arguments debates, doubts, to give a solution that everyone can understand. The result? Clarity of intentions, credibility of leadership and integrity of the organization.
15. When you have between 40/70% of the information follow your instincts . Do not expect to have enough facts to be 100% sure because by then it may be too late.
16. Give the power and financial responsibility to the guys who are bringing money to the organization and not to those that count or analyze these.
17. Surround yourself with people who take their work seriously , not themselves, those who work hard and play hard.
18. The controls are alone . You can encourage participation and involvement of management but the essence of leadership is the willingness to carry heavier and unambiguous decisions that will impact on the fate of the organization.
Colin Powell is the former Secretary of State of the United States during the presidency of George Bush.
As General and Head of the Joint Chiefs led Operation Desert Storm in the Persian Gulf War.
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[ 4 ]
Types and forms of conflict resolution
There are two types of conflict: one that deals with the social, organizational or group system, which operates within the rules generated by a system. Could at first denominárselo open , without rules, questioning of a whole system and its basic assumptions. The second is regulated , regulated, has limits because the parties agree on a procedure that rule the terms of the conflict.Within the first perspective you can be framed Marxists and class conflict approaches. Within seconds, the functionalist.
The different conceptions of conflict in organizations offer two different views:
The traditional view
The traditional view states that the conflict must be avoided because it indicates a malfunction of the social, organizational or group system.He looked to the conflict in the negative, it was harmful, it should be avoided.
Since it should avoid any conflict, it ended in a dictatorial authoritarian approach that prevented the plurality of approaches or perspectives that will lead to dissent.
The class standpoint
As one of the structural elements considered important, Dahrendorf (1) refers to the unequal distribution of authority or legitimate availability of power within capitalist society.It can be distinguished according to two classes: those with power and those without it, the dominators and ominados, those who command and those who obey.
The functionalist point of view
He argues that the conflict is a natural and inevitable result of any kind of social or organizational system, and does not necessarily have to be bad, but rather has the potential to be a positive force that determine system performance.The functional conflict compared with dysfunctional
Some conflicts support the goals of the teams and organizations and improve their performance; these are, constructive conflict functional forms. There are conflicts that diminish performance, they are dysfunctional or destructive forms of conflict.The type and level of conflict that create a healthy and positive engagement towards the goals of a team can currently be highly dysfunctional on another computer on the same computer or otherwise.
The criterion that differentiates the functional dysfunctional conflict is the performance of the team or organization. Since the teams and organizations exist to achieve one or more goals, which determines its functionality is the impact that conflict has on the collective performance, rather than do it on any individual member.
It is irrelevant whether an individual member of a team or organization receives a particular conflict as disruptive or postivo personally. For example, a team member can perceive an action as dysfunctional, while the result is unsatisfactory for him personally. However, that action would be functional if it allows progress towards the goals of the team.
The conflict within the organizations involved, in addition to interpersonal conflicts and organizational aspects.
For the functionalist perspective, conflict is not inevitable. Finally, we know that even though the foundations of the conflict are present does not mean that there will always be conflict.
In a conflict situation, we can say that this process has four components:
The first are the parties involved (must be at least two parts)
The second is the field of conflict, which would be the alternatives to where you could move the conflict.
The third component is the dynamics of the conflict situation, because one of the parties will adjust its own position in a manner that is consistent with that of his opponent, and vice versa.
The fourth component is the control and conflict resolution, so that the conflict does not become pathological within the organization.
Forms of conflict resolution:
One way to resolve the conflict is with a unilateral movement, where one party is relieved or removed from the conflict, which would make sure the other party also withdrew; but this mechanism can be dangerous because the opponent could not get to relax.Another mechanism would placate the parties by a compensatory payment.
It can also be solved by an intermediary (mediation), through a strategy where all yield something and everyone wins something (win win strategy) (negotiation-arbitration-mediation).
Another mechanism is the decision by the authority in the organization. It involves the use of power.
Finally, another mechanism is when the parties submit voluntarily to rules (rules agreed-agreements, contracts, statutes) or mandatory (law-law-courts).
The conflict is neither good nor bad in itself, but we know that power and conflict are major shapers of the state in an organization.
Interactionist point of view
This approach suggests not only that the conflict can be a positive force in a team but explicitly raises certain level of conflict is absolutely necessary for a team to operate efficiently.Interactionist point of view stimulates the conflict on the basis of a harmonious, peaceful and cooperadote team is likely to become static, listless and unresponsive to the needs of change and innovation.
Functionally this is to encourage team leaders and organizations to maintain a minimum level and continuous conflict, enough to maintain viable team with self - criticism and creativity.
Given the interactionist point of view, it is clear that it is inappropriate and naive to consider that conflict is completely good or completely bad.
It is producing a confluence theoretical models of conflict and integration. If the human resources, innovative capacity, creativity, the ability to break guidelines and parameters set is the great factor of success of the organization in 2000, it is redesigning the life of organizations to give full rein to the liberating and expressive human activity, as stated by
Tom Peters
inLiberation Management, the Circle of Innovation and Work Matters.
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[ 5 ]
Importance of empowerment in today's workplace
There is a reason why many efforts to implement the empowerment does not come to fruition. The reason has to do with the mental perceptions of the leaders or agents of organizational change.We can say that there are two types of mindset in leaders today. There are those who think that a drastic organizational change is part of an evolutionary process and those with a more mechanistic view, they imagine organizations as built and reassembled and focus on mechanical factors for success machines.
There are those leaders who see their organizations as gardens and those who see their organizations as machines.
An organization can grow or not like roses in the garden. But companies obey laws of a much broader systems governing organic system machines.
What both organizations and gardens need are people that provide a vision and planning, who want to get their hands dirty planting, pulling weeds and reap the benefits of their efforts. What they both need are gardeners.
It is important to take this metaphor of the garden to grow properly working environment with empowerment.
Empowerment is an organic, evolving process and should be cultivated and nurtured to thrive.
But ... What is empowerment?
Empowerment (or empowerment) is not a thing. Empowerment is a way of being . In this way of being, people know the boundaries within which they are free to work, and limits are appropriate for their experience and maturity.In an environment of empowerment, people are engaged in making decisions that affect the quality of working life and quality of the product or service they offer their clients. Empowered people have the feedback necessary training and knowledge to perform their jobs successfully.
No one can order people at work to be empowered. The best thing to do is create a system that reinforces that way of being. Empowerment is not reached by talking and talking about it. Either the system where work promotes empowerment or promotes endullment .
The opposite of empowerment is endullment. It means when management takes an autocratic posture, does not share information, offers no performance indicators then workers behave in a passive resistance, become apathetic, fail in their tasks and increases absenteeism. In such an environment employees they are like amoebas, are hidden by management and receive leftover cooked everything in the organization.
Many attempts by qualified professionals engage employees in a continuous and collaborative improvement are fruitless until the anger and resentment toward that autocratic leadership is resolved.
The endullment is a concept developed by the educator Ira Shor, describing conditions in school classes, where the system does not allow students to participate in a real learning process. Students are disconnected from the teacher as employees are disconnected from the workplace. Students learn how to do the minimum to spend, like employees at work learn to do the minimum to continue, as a way to continue day after day in an area that hate.
Empowerment
People are proud of their performance in the companypeople are involved in decision making
people have limits that are appropriate
People have a feeling that owns their work
People do track their own performance
Endullment
People are told to doThe limits are very short
The feedback comes only from a person in authority
The feeling of owning is negligible
People are apathetic of their work in the company.
The term has been co - opted empowerment and is now rarely used. It has been used as another concept of management. The command believe they can go out there to choose someone and "empower them ".
Why empower today?
The current interest in empowerment comes 8 forces that converge in the workplace. When the combination of these forces emerge, people start talking about the need to empower processes in your workplace.These forces are:
1) The organizational development. People who work in organizational development has been very important in building the conceptual basis of empowerment. Decades of study of the socio - technical redesign of systems, decision - making processes, communication processes, have created the framework to validate the benefits of more consensual systems work.
2) The quality movement has introduced many new concepts in the current workplace. Dr. Joseph Juran has introduced the concept of involving people in teams to diagnose or troubleshoot process quality. The approach Juran talks about quality circles and the use of inter - area teams to solve problems. Both Superexcellent quality circles and work teams have influenced the way people think about their work. Quality circles have given many employees their first approach to decision making, but that is a false empowerment, similar to student government in secondary schools. The inter - area teams have provided new opportunities for people to participate in decision - making processes. Both processes have warned that workers are able to evaluate and improve the way their work is done.
3) Changes in the educational system . Educational systems throughout the US They have evolved to create involvement in decision-making. Parents are consulted so that they have greater participation in the governance of their schools, and more empowers teachers and school managers.
4) The success of companies whose owners are its employees . People are increasingly aware that there are many successful companies that belong to its employees. Many of these companies to better serve their clients and utlizan this concept as a tool for marketing and advertising.
5) The reduction of many companies . There is no doubt that large companies are shrinking. In his latest book 'The global paradox' John Naisbitt highlights the strong tendency of large companies to act and think like small companies. Naisbitt describes the concept of 'subsidiarity' which it defines as 'power (in the company) must belong to the lowest possible establishment of the organization'. This trend becomes more interesting when Naisbitt notes that both the United States and Germany, about half of the exported products are produced by companies of 19 or fewer employees. It is not difficult to see that small organizations have not only the advantage of entrepreneurship, but also a high participation in processes governancia. Large organizations tend to emphasize administrative control, get stuck in autocracy, at least have an organizational careful design. Small businesses can be autocratic, but in many cases, successful entrepreneurs build their organization involving their people in creative decision - making processes.
6) A high level of education of workers . Overall, the average level of knowledge workers is much higher than at any other time. Workers today have more formal education and incredible access to information through electronic media.
7) The increasing use of computers that open communication channels . Anyone who works in a company with lots of employees and has access to a computer knows that access to information creates new patterns of communication. People in different parts of the world can immediately share information and make decisions quickly.
8) The influence of adult education. Adult education has come to the workplace of the hand of thousands of trainers, facilitators and educators coordinating team building (team building) quality improvement training and communications. These people enables groups to function effectively and often have a strong commitment to give more participation to employees. Training and continuing education has reached a high value between the controls of today, more than at any other time. The understanding of a need for lifelong learning within the organization opens the company to change and growth of empowerment and democratic processes.
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[ 6 ]
12 advantages of teamwork
We often wonder why some organizations there is some kind of resistance to teamwork. To carry out any project, team work flows much better creativity, task performance, interpersonal relationships and personal growth. Consistency of equipment, many virtual times, other inter - area, sometimes they are teams of professionals from different countries. With easy access to technologies, cost savings, it is easier to work, communicate and develop ideas to accomplish as a team.Some of the advantages of teamwork could be:
1. It leads to better ideas and decisions
2. It produces higher quality results
3. There is a involucrameinto of all in the process
4. Increase empowerment and commitment of members
5. High chance of implementing new ideas
6. communication circle widens
7. the shared information means more learning
8. Increase the understanding of the perspectives of others
9. Increase the ability to display individual strengths
10. ability to compensate individual weaknesses
11. It provides a sense of security
12. Develop relationships
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[ 7 ]
Challenges of human resources management in companies of between 5 and 150 employees
The Lic. Jorge Rucci , advises on human resources management to small businesses (up to 150 employees) for 20 years. He has been Head of Industrial Relations between 1975 and 1989. Acindar provides services as a consultant to distributors, metallurgical, retail, textiles and healthcare (private clinics).Among the most common shortcomings encountered by the consultant in the management of human resources of these companies, it highlights the lack of planning and improvisation of entrepreneurs. "Sometimes because increased production would suspend all holidays , " said Rucci, who tries to explain to employers the negative impact of these decisions on the fly. "He lives very day in SMEs".
Before starting. Climate Survey
The consultant makes a work climate survey to know where it stands, it just takes a new client. "One thing is what the employer believes that passes and another is what people say it happens."Also he asks to speak with the lawyer and the accountant of the company. If salaries are not cleared in a timely manner, it is very difficult to move forward to improve other aspects of management. "Sometimes in the SME relationships with accountants and lawyers are familiar and it is difficult to explain to the employer when something is going wrong , " he says.
The climate survey serves to map raise with the employer before the actions to be undertaken.
This climate survey "similar to the one used in Acindar" covers 10 axes; the relationship with the boss, satisfaction with the company, environmental conditions, wages, coworkers, jobs, recognition and communication. There are 3 possible answers, YES-NO-NS / NC. And open to write what you want space.
Many of the internal conflicts that Rucci has encountered in his career, have to do with lack of experience or negligence of the employer. "I advised a company with 16 employees and union representatives had 2". And he says that this happens when there is no response by the employer, people seek an answer other leaders.
The main thing is that the company has its mission: "The mission is the north for many things and that marks the short- and medium term. It also helps put the focus on what is important. "
Unregistered employment . When you start working in an SME, Rucci is often with employees "in black" or partially recorded. "When you give money above and below the table, they will also have claims and disputes up and down at the same table , " he says. In this sense it is categorical. Always advised the employer that if you can not put blank all workers immediately, at least you have to put time to do it progressively. "I give you choose, if you want to start putting blank those who are most committed to those with greater seniority, positions, this is planned. Do not save money this way, because in a labor trial, will pay everything, including fines and for performance (the employer) can not require people too because they are not paid according to law. It is always better to have all registered ".
In a company with between 20-30 employees, 6 months term, it is a good way to get everyone registered.
There are many shortcomings in terms of job descriptions and categories. The categories, in most SMEs, are respected when a salesman, driver or welder, when the work done is very evident. But there are many cases where workers are framed as laborers and perform multiple tasks, "are almost responsible" says the consultant.
Manual of rules and procedures. "All drafts and ideas that have the employer on the operation of the company, you have to pass them to a manual of rules and procedures" says Rucci. The consultant makes sure first that these ideas fit within the Labour Act and the collective agreement the company adheres alque and then designs the operating contract. The key points are: Remuneration policy, to do in cases of absence, accidents, which considers the company serious misconduct, requirements to enter the company (some accept family some not) delivery of tools and work clothes, procedure and limits to provide an advance, promotion policies, etc. As for forms, "forms provide salary advances, disciplinary sanctions, removal tools, delivery of clothes, among others." He also notes that the lack of organization sometimes in small business, makes these forms are not taken into account, and that if they sign, often get lost or go away.
Performance evaluations . Rucci notes that the small business entrepreneur is often informal, decisions and not on a schedule, but according to the day's events. "He said an entrepreneur: 'give this thing to see if it reacts . '" Money increases or promotions without fixed rule occur, contributing to the confusion and discomfort. In all cases the consultant advised to conduct periodic performance evaluations, and to be promoted, fired or achieve a prize, people have x amount of performance evaluations in his file.
Performance evaluations, Rucci advised divide in 3 aspects: assessing a) it does well the worker, b) pretend that things improve c) in which aspects we will help to achieve certain objectives.
Supervisors and managers. " I advise to be the boss or superior who run nearest rewards and punishments in small business". Supervisors are the closest and trading every day with the operators.
Exercise of authority. It is done in a very informal way. "Supervisors have good intentions but little knowledge". For them, Rucci preparing a series of driving courses work teams. " You almost have to turn the controls specialists in negotiation , " he says. The supervisor negotiates different topics all day with his people, " is not enough to explain how to negotiate but you also have to show them other ways to achieve goals through contracts between the operator and the supervisor". The consultant wants to know the controls escuchhar people for their ideas and comments on the work are taken into account.
Communication . It is a very neglected aspect in small business. "Do not communicate anything, sometimes until the last day, people do not know if the next day is a holiday optional or mandatory. What it hard to put a notice on the billboard? " He says. The need to communicate with staff is vital to clearly report the news of the week, as the delivery of new equipment, holidays, procedures, etc.
Security . As for safety "working very limit of the law." There is very little training (or no security) "My job is to show the employer that this is not an expense but an investment."
HR consulting for SMEs
The human resources consulting for SMEs is becoming a fertile field. Especially for those seniors who think letting big business and create a venture and apply their vast work experience.In Argentina it is estimated that there are 400,000 SMEs, a number that has grown in recent years with the return to industrialization and export success.
As entrepreneurs, Rucci says that "increasingly are more motivated to do things, especially when they see the first results".
"Entrepreneurs see the results, they are very satisfied and begin to embark on larger projects." With some small businesses that did little or nothing in human resources, are now implementing advanced management solutions such as dashboards.
As for the employees who were in the informal sector , laundering "for 5 years the change (to the law) has been remarkable , " he notes relative to the strong commitment they are making employers to register employment.
With employer satisfaction with the consultant, long - term relationship of closeness is generated. "With all my clients have no less than 2 years old and with some we are already the 4th or 5th annual survey climate."
The consultant is supported by a team of trusted consultants who possess other expertise (eg advice on creation mission and business goals) and also has a team of lawyers and accountants confidence.
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What it is called Senior HR?
It is called Senior professionals with greater experience within an organization, not only in human resources but throughout the organizational structure.For a better definition and description of jobs, and strategies using these categories becomes a fundamental tool of human resources specialist.
For example the link with lower category (less work experience, training and complexity of tasks) is the employee Junior . For example a young professional or student who is just beginning to work in Marketing with tasks suited to their experience is a junior. His position would be called for example: Junior Marketing Analyst. When the company decides to shift because it has gained enough length of service and / or have changed their tasks will happen to the position of Senior Marketing Analyst on the scale.
The categorization Junior / Senior is widely used in the US to distinguish between those who are just beginning their careers and who are already experts or specialists. Overall in Latin America these definitions come from the hand of multinationals from Europe, USA and Japan. SMEs or local companies do not use both these categorizations as do large companies.
Retired executives are also called "Seniors" plain and ordinary citizens once they retire is called "Senior citizen".
In business, seniors often make up advisory councils advising the steering committee for its great wealth of experience.
The post structure of the human resources department in most large and medium - sized enterprises could be the following (in descending order ):
• HR director
• Human resources manager
• Head of human resources
• Senior HR Analyst
• Junior Analyst HR
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[ 9 ]
Theory of social power of French and Raven
In 1959, social psychologists John French and Bertram Raven began to sketch a theoretical model to explain psycho - sociological power relations in society. This theory has been widely studied, discussed and used, especially for the study of power within a business organization. Thousands of theorists around the world still use it to develop their organizational development strategies for how far to use a certain kind of power and which one (or a combination of several) is the most effective in achieving effectiveness and efficiency in the company.They raised a model that says that the sources of social power are five exerted differently, with different results in who is influenced by this power: coercive power, the power of a reward, legitimate power, the power of expert and referent power .
This theory of social power is based on the premise that the power and influence the relationship involves at least 2 agents and the reaction of the passive agent is where the explanation is the social phenomenon of influence and power.
Coercive power . An agent A imposes its will through threats or punishment to an agent B. B knows that A may inflicting negative sanctions. It is the most effective short term but eventually produces a dysfunctional behavior Philip B. Crosby Other authors like W. Edwards Deming and suggest that exercise this kind of power causes a drop in productivity and creativity in the workplace . In times of economic crisis or endangers the survival of the company it is when is the exercise of coercive power.
The reward power uses resources B wants and appreciates. It generates an increased attraction to power and lowers resistance. In the case of companies has to do with the granting of incentives to employees for productivity, achievement of objectives, promotions, honors, etc.
Legitimate power is one that established a set of rules known in advance and imposes that power without discussion by position - organization, family, society - defined as authority. B legitimate believes the power of A. The degree of legitimate power possessed by an individual is the result of what others believe he or she has the right to influence others. This is the case of politics and the element that causes adherence to legitimate power in democracies are civic elections.
Expert power is exercised who is recognized by the degree of knowledge, skills, possessing authority on a subject. This type of power is very specific. The ability to be competent in granting something, especially if others ignore all or part, appears to accept the guidelines set out by the experts. It usually causes little resistance from B, if it recognizes the expertise of A. This power takes great effort for those who possess, and leads to permanently is competent if he wants to continue to exert its influence proved.
Referent power is exercised based on the feelings of respect, admiration, trust and loyalty to those in power. B feels identified by A. Teachers are powerful agents of socialization. The desire to be like the teacher can make the teacher carries a referential power over the student. This power it is related to the charisma and personal attraction. This power takes time to develop and may not be effective in environments with high staff turnover.
An American theory (which is based on the theory of French and Raven) states that this power is given differently in different countries, according to their culture.
For example in the United States, the identification of subordinate to superior becomes difficult when using university degrees or formal attire. The controls prefer to use terms such as 'facilitator' 'coach' 'associated' 'group members' rather than employees or boss. In many countries where this culture of egalitarianism is grown, as in France, the big businessmen attend work on a cheap car or taxi instead of using the Rolls Royce or Ferrari saved for use in the countryside on weekends.
American style egalitarianism, applied in other countries can not generate accession to power. In countries like Argentina and Mexico, she says this theory, it can diminish the respect of employees to the manager in countries where controls include the title (Lic., Ing. Dr. etc.) and hierarchical differences are valued. This theory states in the US employees identify with their bosses and supervisors fall like each other, while in countries like Argentina and Mexico, employees identify with their managers only when there is an exchange of mutual respect. He says that Latin American commanders have a more authoritarian exercise this power over style egalitarianism of American style controls.
The power of information . In 1965 Raven added this variant. A control access and distribution of information that is relevant to B. Collins and Raven (1969) suggest that the informational influence comes after the agent perceives influenced some degree of expert power.
The expert and legitimate power are the most prominent among the critics d eesta theory, followed by the referent and reward. Coercive ranks last.
The authors concluded that the use of power from various sources has different consequences. For example, coercive power typically decreases attraction and causes high resistance, while power by reward increases the attraction and minimum creates resistance levels
French and Raven also concluded that the less coercion is perceived less resistance and lack of attention will produce .
Whenever the power to reward or coercion is used, a new relational state arises where changes the relative position of the two subjects. The relationship of power may increase or decrease can be strengthened or suffer.
In the other three types of power, expert, referent and legitimate, the power relationship is much more dependent on the individual who has the power.
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[ 10 ]
The importance of flexibility in leadership
Flexibility in leadership becomes increasingly essential as time grows more diversity in companies. Differences in skills and personality as well as cultural differences among employees, make that flexibility is highly desirable as a feature of the leader.The flexibility allows the leader adpaptar their behavior to develop the most appropriate responses to different situations. And leaders are more valuable in a organziación when they are able to adapt to the responsibilities of different positions.
1. Consider the flexibility of a candidate when making decisions contrar or promote people. Put those with a demonstrated ability to adapt to changing circumstances in command positions. Choose candidates with varied backgrounds working and perosnales above those he spent his entire career in the same position in the same company. Assess the candidates ' ability to think quickly and to choose appropriate during the interview process responses
2. Implement a leadership development program . Expose new controls experiences in different departments. Ask the new controls work for a given in different areas of the organization and differnt levels before completing his time management training.
3. Make your managers participate in regular training on flexibility . Workshops and seminars that teach your leaders how to diagnose different situations and determine what action will produce the best result. Use role-playing and other activities that teach your managers to think and achieve successful results in complicated situations.
4. Train your managers in crisis management. Crisis situations can lead to changes in executive leadership, natural disasters, hostile decisions by the company, restructuring, layoffs and many more situations that generate changes. Prepare your controls to direct your employees through any crisis to ensure the stability of your company during transition periods.
5. Make adaptability, part of the mission of your company and promotes a sense of community among your employees. Show your employees through leadership and management flexibility is a desirable trait in organziación and that change should be welcomed rather than resisted.
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Knowledge management and internal processes
What would be the definition of knowledge management?
Knowledge management improves critical issues regarding organizational adaptation, survival and competence given the increasing business and discontinuous changes. Essentially it incorporates organizational processes that seek synergistic combination of data and the ability of information technologies to process this information and creative and innovative capacity of human beings "(Malhotra, 1997)This is the strategic vision of management knowledge that considers the synergy between technological and behavioral issues as a necessity for survival in very complicated business environments. The need for synergy between human and technological capabilities is what distinguishes "the old business world" and "the new world of business."
With this vision the ancient world of business has to do with predictable business environment, characterized by a tendency towards optimizing efficiency. This is the world of competition based on information as a strategic asset and emphasis of controlling employee behavior toward specific goals. Control systems and information are used to align the actors of the organization with predefined best practices. It assumes that those best practices that preserve the long - term effectiveness.
Moreover, "the new world of business" is characterized by high levels of uncertainty and the inability to predict the future . The use of information and control systems and compliance with predefined objectives and best practices not necessarily lead to an organizational competence long term.
This is the world of "re everything , " challenging the basic assumptions of what is meant by "the accepted way of doing things". This world needs the ability to understand the problems caused by the change in business rules. The focus is not only on finding the right answers but to find the right questions. This world contrasts with "the old world" for its emphasis on "doing the right thing" instead of "doing the right things".
Why is knowledge management necessary for companies?
The management KNOWLEDGE or a framework within which the organization views all its processes as knowledge processes. In this view, all business processes involve the creation, dissemination, renewal and application of knowledge for organizational survival.This concept involves a transition from the popular concept of value chain of information value chain of knowledge. What is the difference? The value chain of information technology systems considered as key components that guide the business processes of the organization, and considers humans as passive procesantes archived implementing the best practices database.
In contrast, the value chain of knowledge considers humans as key components engaged in a constant evaluation of archived information technology systems. In this view, the best practices are not implemented without constant questioning of humans. These processes involved in creating permanent sense to continually evaluate the effectiveness of best practices. The underlying premise is that these best practices, which would reach the company yesterday, may not be the same as those of today and those of tomorrow. The ability to learn, unlearn and relearn processes need to be designed within the internal process of the Company.
Knowledge management is necessary for companies because what worked yesterday may or may not work tomorrow. A simple example, companies that manufactured the best quality of fustas for carriages became obsolete despite the efficiency of its processes, since the product was no longer on the market changes it. The same assumption holds for issues related to the optimal organizational structure, control and coordination of systems, plans motivation and incentives, etc. To stay aligned with the changing dynamics of business, organizations need to continually evaluate their internal business theories for permanent effectiveness. This is the only way to ensure that the "core competencies" of today do not become the "core rigidities" tomorrow.
What it is the most important thing companies should do in terms of knowledge management?
The most important thing is that focus on the synergy of data and computing capacity of information technologies, and the creative and innovative capacity of its members. Advanced information technology can increase the performance of traditional tasks performed by humans. If a procedure can be programmed it can be delegated to the information technology in one way or another. Organizational processes need to implement what I call knowledge management systems. The important thing is to strengthen the integration among the best organizational practices and actions of the members of the organization based on that information. This is where creativity and human innovation appear.What is the difference between knowledge management and reengineering?
While reengineering involves a radical change once in organizational processes to achieve maximum efficiency gains, knowledge management involves continuous renewal of organizational schemes to anticipate future opportunities and threats. While reengineering moves organizational processes of a state of mechanization to more efficient machining status, knowledge management moves the organization to a model of organic functionality.Knowledge management facilitates continuous learning and unlearning processes, ensuring that there will be needs to make drastic changes. In this theory, the key is constantly changing.
What is fundamental for workers in the knowledge society?
Specified above shows a number of features that are relevant to the effective functioning of knowledge workers in the knowledge society. At a fundamental level the goal is to achieve synergy between data and the ability to process information and creativity and innovativeness of humans. Knowledge workers should have easily with applications of new technologies in their business contexts. Such an understanding is necessary for them to delegate everyday tasks to technologies to invest their time and efforts on activities that add value and that demand creativity and innovation. More importantly, they must be able to assess whether the best practices that the organization wants to achieve are aligned to business dynamics. Such knowledge workers are critical elements of learning and unlearning cycle should be designed within organizational processes.Of course, such creativity toward learning may be difficult to achieve within the traditional paradigm of order and control. As mentioned above, the use of information and control systems and compliance with pre - defined objectives and best practices not necessarily reach the capacity of the organization.
Knowledge workers may need to have a general understanding of the business of your organization and how their work fits into the business. Such an understanding is necessary for the active involvement in organizational unlearning and relearning processes. Only if they understand the implications of changes in their work, they can be the links best practices to synchronize with external reality of the business.
Considering the need for autonomy in the study and decision making, knowledge workers also need to be comfortable with self - control and self - learning. In other words, they need to act with greater autonomy that requires a higher degree of responsibility and authority and ability and intelligence to manage both.
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Emotional intelligence in the success of the leader
Leadership and corporate strategy
In the current and future context, global analysis, quick decisions in interdisciplinary teams, human potential is the differentiator in organizations. You can not learn recipes driving: the leader needs a strong background in theme of his personal domain, to learn and to lead others and transmit to your outfit.Starting from one of the many definitions, "Leadership is a process of influence on the activities of individuals or groups to achieve common goals in certain situations."
This includes:
1 - activities and goals on one hand (tasks and organization)
2 - influence on individuals and groups in certain situations. (people and context)
then the leader needs training in:
1 - Effective implementation of activities
need tools for planning and monitoring of these activities
planning tasks requires more rational intelligence (taught mostly in technical universities, and traditional leadership courses project)
2 - Development and interaction with people
and this is the most important and perhaps less concrete of their training
driving people requires emotional intelligence (intrapersonal and interpersonal intelligence) and ... where you learn ...? possibly only in the course of Psychology. Is just a famous leader, the renowned Lee Iacocca (father of the Ford Mustang and who resurrected Chrysler), who tells in his autobiography: "that the courses most useful to him, but even that matters engineering and management, were the years he studied psychology. "
Emotional Intelligence begins with self - knowledge (what Peter Senge calls "Personal Mastery" (where other disciplines. Shared Vision, Teamwork, Leadership and Systemic Discipline - which includes other - (1)
The current Organizational structures have formal organizational charts, which show only a photograph of the position of people in the company, and do not reflect such as communications in the field or between employees from different departments.
Processes cross departments, processing carried out by the companies to add value, passes from one sector to another, and are not reflected in the organization chart;. is the transformation of raw materials into a product or processing of information to deliver a service
globalization (the context of having competition in Asia and suffer like I was in the corner), product of telecommunications, technology, Internet and a market in which supply exceeds demand, generates a very dynamic environment, high turnover in offering products and services and major decisions in short periods with uncertainty.
Need for a (psychological) emotional training
This is the world that requires Situational leaders, leaders willing to "do what is best done at the time." Flexible leaders to human needs and context. "Every time it's late earlier." Levy says Alberto
management, engineering, construction, logistics, transport, telecommunications, ... require project leaders for execution .. but also means any action of a small group or requires very large Leaders from the smallest project to the address of the largest companies in the world.
Neurological studies show the different skills of our cerebral hemispheres, the rational in the left hemisphere and emotional and creative on the right.
So, sometimes it is said: "manage from the left and right lead." Use both hemispheres is widely develop our potentiality to act. Leadership carry it forward successfully people who meet the qualities of "rational intelligence" for the fulfillment of goals and "emotional intelligence" to understand and motivate the group of people.
So we see that the combination that best helps a leader is the one that complements both intelligences.
Rational training is receiving in the technical career; and emotional training? As such training to develop emotional intelligence ?: Having a psychological training. Knowing the basis of our behavior to better understand human interactions.
The definition seems more current leadership is "the first responsibility of a leader is to define reality. The last is to say thank you . Between the two, the leader must become a servant and debtor. " Max de Pree (2)
Being a servant is something that is not a true leader upsets. We are in the organization to "serve" in our family we are to serve in the society we are to serve ... .This "concern to serve" is differentiates one company from another; its quality, customer service, their response in the aftermarket, the technical service, etc. We are servants, and not see it that way, is going to contramano, human respect and productivity in your company.
Serve is the way to transcend.
Trying to put in the way of steps lead / lead / manage ... ..
Mission: get others to do wanting
What to do: develop communication skills, motivation, driving, harmony, proactivity, respect, humility, decision making, time management .........
how: development of personal mastery, self - knowledge to understand others. Training in emotional intelligence. Understanding that company, business, leadership, spirituality, reason, soul, personal growth, results are linked.
Training in New Behavioral Sciences is a way ...
Vision: the aspirations of the staff are a pillar of the development of the company. Towards a transcendent development of people in the company and the business community vision. Towards a joint vision of business. How to receive this training in psychological issues?
The New Behavioral Sciences are an affordable way to start the journey in the knowledge of psychology as the basis of Emotional Intelligence and starting point for Transcendent Leadership ..
Transactional Analysis (TA) is one of the New Science Behavior. It is an educational model. Created by Eric Berne in 1951, enables forming a new insight into the art of leadership in times of constant change, great uncertainty and short decision times, which require the full potential of people.
Introduction to Transactional Analysis (TA)
Some areas of study:
Structural analysis: studying individual personality (Parent, Adult, Child)
Functional analysis: in its manifestation with others.
Transaction Analysis: studies human interactions (communication)
analysis of psychological games: repetitive series of transactions, with an unconscious part and a predictable end.
The Argument for life: a life plan formulated in childhood, then forgotten, but that continues to drive our lives.
Authentic and substitute emotions: the emotional components of our behavior.
Recognition and caresses: the importance of verbal and nonverbal message, the physical contact of each other's existence, self - esteem.
Existential Positions: how they see me (I perceive me) and how I see (perceive) to others.
Structuring the time: in our various areas and roles (labor, social, family, ..)
impellers: be strong, perfect, happy, hurry up and try again.
Handling; Disqualification,….
Changing our behavior is a profound act, because our emotions are affected. Without emotional change, no change of paradigms. (... And paradigms define our strategy, ... in business and in life ....)
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Share work
Companies increasingly offer sabbaticals and reduced working hoursFind yourself a friend with their own professional skills and share the same hobbies and work. Yes, always with the approval of the head. It occurs in few cases but this possibility exists in some companies. One example is the executive secretaries.
In the consulting and auditing Deloitte, the managing partner responsible for human resources, Juan Luis Diaz Calleja, says: "We have shared internal functions as in the case of some secretaries work." Diaz Calleja added that it is people with part - time contract to occupy the same job. In the food company Hero Spain there are also such posts. The director of human resources, Encarna Guirado, says there are two people who share the same part - time employment in the division receiving orders.
That's one of the formulas proposed by experts in reconciling personal and professional life in a report by IESE. Nuria Chinchilla, director of the international center at IESE work and family, said that "in reality most of the part - time work is shared" as two or more people perform tasks that could play one full - time worker. If not so , and a person plays the same part - time work a full - time, is committing fraud, says Chinchilla.
However, some cases where workers when they apply for reduced working hours generate almost the same job as when they were full - time, according to the director of human resources at Procter & Gamble (P & G), Maria Pilar Perez occur. PED & Glo directive says knowingly because in the last five years 15% of the workforce of the Spanish subsidiary has benefited from a reduction in working hours.
In addition to job sharing or reduced working hours, companies increasingly use flexible systems to facilitate their employees to reconcile professional and personal life but also for companies to optimize their human resources to the maximum. One of the most active in policies and programs of flexibility is IBM. Mar Barbadillo, director of compensation and benefits of the company, took a "sabbatical" year when his second son was born charging 25% of the fixed salary. This is a measure used by some firms in difficulty to lighten the wage bill of the workforce but in the case of IBM a priori is used as a system flexibility and helps conciliation.
Barbadillo after this period of leave and returned to the company when her third child was born called for a reduction combined with day working from home is the situation in which it is today. "My experience is good because when you're working from home the time you spend is net. Instead, while in the company you talk to someone, go for a coffee, etc. , " said Barbadillo. Moreover, Barbadillo says she will decide when the company meetings or other activities, usually two or three times a week.
Another program that uses IBM to ease the work of its employees is that there is no check in time, as it allows the arrival delay or output later in 45 minutes on a time basis from 8.45 am to 17.30 hours.
This possibility is also found in other companies, such as in the Madrid SME Decepal. His manager, Rosa Jarillo, says the company tries to adapt to the necesidedades of employees on the basis of the template "is made by people and not by workers." Decepal is one of the small and medium enterprises more using this system and has received several awards for the flexibility of its organization.
"The important thing is the person. If you are comfortable, work out better, the person is more productive and better profitability , " says flatly Jarillo, who is thinking eligible for reduced working hours. In addition to flexible working hours, Decepal distribution -a company with thirty employees - enabling workers to reduce the time or they get small sabbaticals. Jarillo notes that this flexibility makes people more engaged and remember that only once had to fire a worker because he took advantage of the facilities that the company was irregularly.
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Need for teamwork
An essential concept when referring to teamwork is the synergy. It is assumed that the joint action of two or more causes produce more than the sum of the effects taken individually effect. Thus, with the cooperation and active and coordinated participation of several individuals, the group result exceeds the sum of individual contributions.Groupthink handles much more information and views than the sum of brains taken in isolation. This, to mathematics or logically seems not add up , it is a reality when it comes to teamwork.
It is well known the custom of certain birds flying together, drawing in the sky a sort of arrowhead. Training in "V", can fly the whole flock of birds much faster than if they were to fly separately. States fail to reach their destination much earlier. As cyclists, birds alternating their taking turns in leading positions for the front line that will not be exhausted in the fight against air and wind efforts.
Birds emit sounds that go behind and squawks trying to encourage those ahead, providing motivation and encouragement to continue. And when one of them is exhausted or sick, out of formation accompanied by others to help you recover and continue the journey.
This example, taken from nature itself, shows us many essential elements and consequences of teamwork:
- greater efficiency
- sharing efforts
- shared leadership
- motivation
- solidarity and support among members
Man is a social being, has a clear motivation of belonging and a natural tendency to look for other information about yourself, to evaluate, to compare and socially validated.
Friends, couple, family, fellow students or work and society represent different nuclei of interpersonal and group work. Systems are organized, composed of different members, and objectives and also different degrees of complexity. In academia, for example, can play an important role cooperative learning. In the workplace the technical complexity is likely to require high coordination and interdependence and multidisciplinary intervention.
John Naisbit clearly distinguished three stages in the field of organizations. Each has its purpose, product, resource and specific strategic role and its own organizational structure:
- In the agricultural era , the farmer focused on getting food from the ground. The main goal was survival. The organizational structure was similar to that of a comb shape: a person going and others followed their guidelines.
- In the industrial era, which lasted until the late twentieth century has been the main resource capital. It has been based on technological advancements and machines to raise the standard of living. His organization is structured basically functions by product or geographic areas, and is represented by a flow chart.
- Since the end of the twentieth century, and during the first part of the century, there are major changes in organizations. The origin has been important advances in telecommunications and the ability to quickly access large amounts of information. Organizations tend to have less defined structures are more flexible and work towards projects with high performance teams. This results in a structure in a mesh or net. The protagonist of this era of communication and information is the entrepreneur, the person who works with ideas, able to create, innovate and take an active and leading role in his work that contributes to their personal development.
The increasing complexity of organizations highlights, increasing the importance of communication and teamwork.
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Are we really taking care of our internal customers?
Since the beginning of globalization have begun to live a process of rapid change within the within companies. Noting in this direction to Human Resources as one of the spaces within organizations that have undergone a drastic change in your organization and concept. We have gone from having businesses in a personnel department responsible for the administrative part to a Human Resources department taking care of internal talent.In this sense it has begun to understand the role that the Human Resources Department plays within the company, establishing at the same time as a substantial part of the operation, thanks to the views and comments have been incorporated directors of Human Resources .
They have been those who have understood that something should be done about it in relation to employees since the end of the day are the most precious asset within the company. In this direction, we have seen a great effort to start pampering the workers, who have ceased to be to become "internal customers" of the company.
Among the innovations that has suffered this department we have seen the introduction of new tools to measure the satisfaction of our internal customers, create new systems of pampering (compensation, bonuses, etc.), set new formulas workplace adaptation, etc.
All these good ideas combined with new technologies have managed to create a complex human resources departments. In this sense, it has been a significant increase in the administrative tasks that were born in parallel with this development, which if necessary bring effort and time consumption that we should devote to caring for our "Customer Internal".
What would happen if we were to buy a property and the person who serves us is more aware of the administrative paperwork that serve us and listen to us? Surely we would begin to wonder why we are there because we do not pay due attention, etc.
In the same way it can be understood that even being necessary administrative tasks must not neglect our internal customers in day to day trying to get in this way a quality relationship with them will surely be difficult to break. In this direction, we arrive at a lasting quality relationship with our internal customers that would benefit both parties, as it is known as staff turnover and the search for new talent is no easy task.
Focusing on the area of Tourism and Hospitality can appreciate that human resources departments not only have great difficulty finding qualified staff but also to retain motivated staff who have on staff.
In this light, we can see that the activity of recruitment becomes one of the first tasks that we must focus. In this sense, can be seen as the process of recruitment is becoming increasingly important since the end of the day after the mentioned process , the final decision on whether the respondent will start or not will be taken, to join our team while maintaining the intention that the person is living with us a long time.
I carrying out a proper selection process and hiring the right talent at the right time, for the right job you already have the assured success of my company? Honestly, I do not think so. Undoubtedly the selection process is an important task within the human resources department, however besides selecting the right talent we must take care and get not want to leave our company.
No we focus on the question why people from our team leave the company? We mention that there are several reasons why people leave companies. However, two of the reasons that could startle are the confidence we have in that person, and the care we have given you during your stay in our company.
Focusing on the primary cause of abandonment, we can see the root of it in current managers departments and sections have great difficulty in delegating tasks to your team and try to encompass more activities they can. In this respect, they should understand that a person's achievements demonstrate the result of the person who has guided and helped get it .
Mostly managers with such features try to lead a very personal control of every situation, which does not facilitate the flow of daily work and earn as against a negative result on operations while creating an environment of frustrating job for your computer.
To understand the second reason for abandonment of post work I would first like to ask you the following questions, do you Pamper your employees? Do you think that your employees are your customers? Do you talk to your employees? Do you listen to your opinions? Do you apply the ideas of your employees? Do you have a development program for their employees? Do you carry out internal promotions of employees? Do you think that your internal clients are motivated? If your answer is yes every time you are on the right track.
In the situation where your answers have been negative, one of the first questions we must answer is I am willing / aa carry out a change within my company? If this time his answer was affirmative, it must take into account that change will take time and must be carried out gradually.
How I can start with this change? What tasks can develop to get to spoil my internal customers? One of the first steps to take when out is going to take a restructuring within the company is setting goals you want to achieve and in the same way establish guidelines on how to achieve these goals will come.
Once marked the goal and the way to go we have to create an atmosphere of joint cooperation with all the human capital of the company. First, we establish communication systems between managers and department managers, as these will be our best allies to achieve our goals. In this sense, we IMPLEMENT a two - way communication between department heads and general management with the ultimate goal to listen to the problems, concerns and ideas from the rest of the team in this way to develop a communication system that will favor sustainable improvement in the long-term.
Thus, if we are able to involve all managers, feeling each supported, listened to , appreciated, etc., that is, if we get that are spoiled their daily work will improve your productivity will increase their motivation will be increased, etc., thereby obtaining a commitment and loyalty to our company.
Getting the unconditional support of our managers get not only keep them as loyal internal customers, but also create a visible image for the rest of the management team that not everyone can view and want to be part of it.
To execute the aforementioned communication process and that contains quality information we can use tools such as staff surveys if well managed sources of information that will help us improve on our weaknesses while respondents understand the role and importance of playing within our company. That is, as we are able to visualize the importance of meeting the needs of our external customers, and we develop and carry out satisfaction surveys to know your views on our product, we must develop surveys for our internal customers to understand their concerns and needs.
Thus, keeping our internal customers happy we will be able to achieve continuous satisfaction on the experiences of our external customers. Having ascertained the needs of our internal customers, we must move forward and make changes in the way we operate taking into account the comments and opinions of our talent. In this way, we will achieve a greater commitment to our company and will prevent our talent is to work with companies of our direct competition.