UNIVERSIDAD TECNOLÓGICA EL RETOÑO
EVIDENCIA DE APRENDIZAJE
Climate Plan
Corporate Culture
Teacher: Rubi Salas Martín del Campo
Student:
Angela Ivon Arias Vera
Major:
Licenciatura en Gestión del Capital Humano
June 1, 2023.
Prepara tus exámenes
Prepara tus exámenes y mejora tus resultados gracias a la gran cantidad de recursos disponibles en Docsity
Consigue puntos base para descargar
Gana puntos ayudando a otros estudiantes o consíguelos activando un Plan Premium
Orientación Universidad
Prepara tus exámenes
Prepara tus exámenes y mejora tus resultados gracias a la gran cantidad de recursos disponibles en Docsity
Busca documentos
Prepara tus exámenes con los documentos que comparten otros estudiantes como tú en Docsity
Busca documentos en el Store
Los mejores documentos en venta realizados por estudiantes que han terminado sus estudios
Video Cursos
Estudia con lecciones y exámenes resueltos basados en los programas académicos de las mejores universidades
Quiz
Responde a preguntas de exámenes reales y pon a prueba tu preparación
Consigue puntos base para descargar
Gana puntos ayudando a otros estudiantes o consíguelos activando un Plan Premium
Comunidad
Pregúntale a la comunidad
Pide ayuda a la comunidad y resuelve tus dudas de estudio
Ranking de las universidades
Descubre las mejores universidades de tu país según los usuarios de Docsity
Ebooks gratuitos
¡Nuestros e-books salva-estudiantes!
Descarga nuestras guías gratuitas sobre técnicas de estudio, métodos para controlar la ansiedad y consejos para la tesis preparadas por los tutores de Docsity
Plan de mejora del clima organizacional en UTR, Guías, Proyectos, Investigaciones de Desarrollo organizacional
Un plan de mejora del clima organizacional en la universidad tecnológica de la república (utr), con enfoque en la comunicación interna y colaboración entre los profesores. El plan se basa en la realización de un cuestionario y talleres de comunicación efectiva, con el objetivo de mejorar la eficiencia y productividad, fomentar la colaboración y el logro de objetivos comunes. El documento también incluye resultados de la investigación realizada y recomendaciones para la implementación del plan.
Tipo: Guías, Proyectos, Investigaciones
2022/2023
1 / 37
Esta página no es visible en la vista previa
¡No te pierdas las partes importantes!
Documentos relacionados
Vista previa parcial del texto
¡Descarga Plan de mejora del clima organizacional en UTR y más Guías, Proyectos, Investigaciones en PDF de Desarrollo organizacional solo en Docsity!
UNIVERSIDAD TECNOLÓGICA EL RETOÑO
EVIDENCIA DE APRENDIZAJE
Climate Plan Corporate Culture Teacher: Rubi Salas Martín del Campo Student: Angela Ivon Arias Vera Major: Licenciatura en Gestión del Capital Humano June 1, 2023.
Index
- Introduction..............................................................................................................
- Diagnosis.................................................................................................................
- Organizational climate plan
- Communication Improvement Plan at Universidad Tecnológica el Retoño
- General objective
- Specific objectives
- Expected results.............................................................................................
- Communication Improvement Plan at Universidad Tecnológica el Retoño
- Implementation process
- Gantt chart
- Chronogram of activities
- Budget
- Organizational climate improvement plan..............................................................
- Evidences
- ENTREVISTADO 1 - Alejandra Guerrero Vázquez
- ENTREVISTADO 2 - Alejandra Guerrero Vázquez
- ENTREVISTADO 3 - Angela Ivon Arias Vera
- ENTREVISTADO 4 - Juarez Perez Wendy
- ENTREVISTADO 5 - María de Lourdes Pedroza Rodríguez
- ENTREVISTADO 6 - Priscila Alejandra Sánchez Tapia
- ENTREVISTADO 7 - Paulina Ivonne Moncada Rodríguez
- ENTREVISTADO 8 - Alma Cristina Ortiz Esparza
- ENTREVISTADO 9 - Michelle Esmeralda Mora Romo
- ENTREVISTADO 10 - Tania Estrada Mondragón
- ENTREVISTADO 11 - Juan Carlos Rocha Aguayo
- ENTREVISTADO 12 - Fernando Moreno Morales
- ENTREVISTADO 13 - Mario Pérez García
- Inserción al puesto de trabajo
- Relación con el jefe inmediato
- Liderazgo del jefe inmediato
- Relación con los compañeros de trabajo
- Conclusions
Diagnosis
Organizational climate is a determining factor, as it has a positive or negative influence on the productivity of employees and the company. In addition, it is a key element for companies to operate efficiently, which is why various factors related to employees' perception of the workplace should be analyzed. This report reflects a detailed analysis of the organizational climate at the UTR, based on the results obtained through the organizational climate evaluation instruments: survey, interview and SWOT analysis. It was decided to apply these instruments because they are very useful in the research so that complete information could be obtained, in addition to the possibility of clarifying doubts during the process, ensuring more useful answers. The interview focused on five key dimensions: communication, leadership, teamwork, professional development, recognition and rewards, as shown below: INTERVIEW
1. Communication: - How would you describe communication within the organization? - Do you feel that there is effective sharing of objectives, goals and changes in the organization? - Is there openness and transparency in communication between different hierarchical levels? - Do you receive the information you need to perform your job properly? 2. Leadership: - How would you rate the leadership in the organization? - Do you feel that the leaders provide you with the support you need to achieve your goals? - Do leaders foster an environment of trust and respect? - Is participation and shared decision making encouraged? 3. Teamwork: - How is teamwork fostered in your department or area? - Is there collaboration and mutual support among team members? - Is knowledge sharing and collaboration between different departments encouraged? - Do you feel that teamwork is valued and recognized in the organization?
4. Professional development: - Do you feel there are sufficient opportunities for professional growth and development? - Do you receive the necessary support to acquire new skills and knowledge? - Is training and continuous learning encouraged in the organization? - Is there clarity about opportunities for advancement and promotion? 5. Recognition and rewards: - Do you feel that your achievements and contributions are recognized and valued in the organization? - Are appropriate incentives and rewards offered for good performance? - Is there equity in the distribution of recognition and rewards? - Is an atmosphere of celebration and appreciation for individual and team achievements fostered? On the other hand, the survey was designed in Google forms and was handled on a Likert scale, with 1 being the minimum value and 5 the maximum, which represents the degree to which the employee agrees or disagrees with the statements presented. This survey focused on 4 key dimensions: job placement, relationship with the immediate boss, leadership of the immediate boss and relationship with co- workers, as shown below: **SURVEY
- Job Insertion**
- When I joined the company, I received training.
- I was made aware of the company's policies.
- I was told what my functions were according to the job position.
- I received the support and trust of my immediate supervisor
- I received the support and trust of my coworkers. 2. Relationship with the immediate boss
- Is a person with whom you can talk about work issues
- Accepts opinions
- Acknowledges mistakes
- Separates personal situations from work situations
- Reacts in a good way to an unexpected situation or one that has gone wrong.
- Fosters a positive relationship among co-workers.
The remaining 46% consider that communication is good, but there are several areas in which it should be improved in order to achieve the organization's objectives. The second variable measured by the interview was Leadership. Of the professors interviewed, 54% considered it to be good, both in the departments and in the rector's office. While the remaining 46% thought it was fair, as it could be improved, especially at the time of joint decision making. Speaking of teamwork , 100% of the professors agree that collaboration among colleagues is encouraged by holding meetings in which collaborators from each department propose activities aimed at improving the educational quality of students. Likewise, they consider that in the university there is an atmosphere of trust among colleagues in each department that makes teamwork easy. Another variable measured in the interview was professional development. According to the results obtained, 61.5% of the professors consider that there are no opportunities for growth, since in the case of the PAs, there are many requirements that must be met to aspire to become a PTC. In the case of PTCs, being a full-time teacher is the highest level to which they can aspire. They also stated that there is not much support from the university in the acquisition of new skills and knowledge. Finally, in the case of recognition and rewards , 77% of the professors consider that their contributions within the university are not recognized, while the remaining 23% believe that they are recognized, but not in the way they expect. For these professors, the recognition they receive is from the students. With regard to the survey, the results showed that the job placement process is at an acceptable level. Most of the professors surveyed responded that they received training and were informed of their functions when they started working at the university; likewise, an average of 58% of them received support and trust from their immediate bosses and colleagues.
Regarding the relationship with their immediate boss , more than 50% of the professors reflected inconformity in the way in which interaction takes place, mainly in the recognition of errors and the acceptance of external opinions for improvement. The immediate supervisor's leadership is at an improving level because according to the responses collected, approximately 72% of the respondents consider that the immediate supervisor provides tools to encourage improvement and stimulates the development of teachers' skills; however, about 56% expressed that feedback and guidance when mistakes are made is not adequately carried out. Finally, the relationship with peers is the aspect in which the best results were obtained. On average, 62% of the teachers who responded to the survey consider their co-workers to be trustworthy and cooperative people with whom they maintain a respectful relationship, which fosters unity in the group. After analyzing the data obtained through the evaluation instruments, it can be concluded that the element that needs to be improved in the organization is communication. If communication does not work among all members, it is impossible for the rest of the organizational climate variables to improve. Communication is fundamental for the university to achieve its objectives, but if it does not work together and take into account the opinions of all members, it is difficult to achieve them. Unfortunately, more than half of the teachers interviewed agreed that communication in the university does not work properly; they consider that it is horizontal and that the lower levels of the hierarchy are not taken into account. Leaders encourage teachers to give their opinion, but it is of no use if it is not taken into account. From the above, the idea that by working on communication, the other aspects can be improved.
SWOT Analysis The analysis of the different areas involved has shown that there is a wide field of opportunity for improvement in the organization. It has been detected that the implementation of wellbeing and emotional support for students and staff would considerably improve communication in the long term. In the same way that implementing integration dynamics that improve the team relationship will help to develop better communication between co-workers, and in the same way to direct better attention to the student field. In addition, it has been analyzed that promoting a better internal and external communication of the university would improve the image of the university, being even more attractive publicly, not only for students, but as an attraction to teachers of excellence that allow the improvement of higher education, and considerably raise the demand for the organization, providing a decent job for teachers and a cutting- edge education for all students. The organization has many strengths that allow it to show its potential externally, but internally speaking it is necessary to improve communication for a better professional development of its contributors, such as teachers. Therefore, the final analysis is that the need for a communication plan within the organization is urgent in order to end the crisis of the bad organizational climate in which teachers are working and, therefore, transmitting in a certain way to the students.
Organizational climate plan
In order to contribute to the improvement of the current situation of the organizational climate at the UTR, the following strategy is proposed to improve communication within the institution. Communication Improvement Plan at Universidad Tecnológica el Retoño This plan to improve communication in the university seeks to generate an environment conducive to knowledge sharing, collaboration and active participation of all members of the university community, promoting an open, transparent and effective communication environment. General objective: Improve internal and external communication at the university to strengthen the flow of information, foster collaboration and promote a culture of transparency and active participation. This in a period of 3 months. Specific objectives:
- Develop communication training programs: a) Offer workshops and courses on effective communication skills for professors and administrative staff, with emphasis on active listening techniques, assertiveness, and conflict management.
- Continually evaluate and monitor the effectiveness of the actions implemented: a) Conduct periodic organizational climate surveys to measure employee satisfaction and their perception of communication at the university. b) Analyze indicators of faculty satisfaction and public opinion to assess the impact of implemented improvements and make necessary adjustments.
Gantt chart JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER N ACTIVITY START END (^1 2 3 4 5 6 7 8 9 ) Initial analysis and evaluation (^1) Conduct a detailed analysis of the current situation of communication at the university. 03/07/2023 14/07/ (^2) Identify strengths, weaknesses, opportunities and challenges. 17/07/2023 21/07/ (^3) Evaluate the effectiveness of existing communication channels and gather information on the needs and expectations of the different stakeholders. 24/07/2023 28/07/ Definition of objectives and goals (^4) Establish clear and measurable objectives for the improvement of communication. 31/07/2023 04/08/ (^5) Establish specific goals for each objective, considering realistic deadlines for their fulfillment. 31/07/2023 04/08/ Design of strategies and actions (^6) Develop concrete strategies and specific actions to achieve the established objectives. 07/08/2023 11/08/ Resource allocation (^7) Determine the resources needed to implement the strategies and actions defined. 14/08/2023 18/08/ (^8) Allocate budget, personnel and technology according to identified needs. 14/08/2023 18/08/ Implementation schedule (^9) Establish a detailed timeline indicating start and end dates for each action. 21/08/2023 25/08/
(^10) Prioritize actions according to their importance and feasibility. 28/08/2023 01/09/ Communication and training (^11) Inform all members of the university community about the communication improvement plan and its importance. 04/09/2023 08/09/ (^12) Conduct training on communication skills for professors. 11/09/2023 17/11/ Monitoring and evaluating (^14) Conduct ongoing monitoring of the implementation of the plan. On-going On-going (^15) Periodically evaluate the results and effectiveness of the implemented actions. On-going On-going (^16) Make adjustments and corrections based on the data and feedback received. On-going On-going RESPONSIBLE FOR APPLICATION: Human Resources Department
Session 4: Practical application and feedback. Facilitate group discussions on participants' experiences in implementing the techniques learned. Provide personalized feedback and suggestions for continued development. Week 8 (30/10/2023- 03/11/2023) External personnel Space and logistics Evaluation and closing Collect feedback from participants through surveys or evaluation questionnaires. Analyze results and use them to improve future workshops or courses. Week 9 (06/11/2023- 10/11/2023) HR personnel Internet, equipment Conduct a final session to summarize key aspects of the workshop or course. Hand out certificates of participation to attendees. Week 10 (13/11/2023- 17/11/2023) HR personnel and Career managers Stationery material, space Budget In accordance with the proposed strategy and the materials and resources required for its execution, the following budget was prepared. Resources Cost Technology Acquisition of equipment and software necessary for internal and external communication (internet, computers, servers, project management software, etc.). The equipment available in the organization is going to be used. Training Hiring of trainers or communication experts to teach workshops and courses. $3,000. Space and logistics for training sessions. $1,000. (The workshop is going to be provided at the UTR) Stationery materials $500. Evaluation and monitoring Implementation of organizational climate surveys and analysis of the results. $1,500. TOTAL $6,000.
Organizational climate improvement plan
In order to follow up on the proposed strategy for improving communication, interdisciplinary team meetings will be held to evaluate the effectiveness of the workshop. MEETINGS OF INTERDISCIPLINARY TEAMS ACTIVITY DESCRIPTION Define periodicity and duration of the meetings. Determine how often meetings will be held and how long they will last. In this case it is suggested to be on a monthly basis. Select the day and time. Choose a day and time that is convenient for most team members. The meetings are planned to be held each first Monday of the month. Create a shared calendar. Use an online calendaring tool such as Google Calendar to create a shared calendar where regular meetings can be scheduled and kept up to date. Define roles and responsibilities. Determine who will be responsible for organizing and running each meeting. Establish an agenda. Before each meeting, send the agenda to team members so they are prepared and know what topics will be discussed. Conduct the meeting. During the meeting, follow the established agenda and allow each team member the opportunity to participate and share updates. Track tasks. Keep a record of the tasks assigned during previous meetings and track their progress at subsequent meetings. Evaluate and adjust. Periodically evaluate the effectiveness of meetings and make necessary adjustments. It is also proposed that the following questionnaires be applied to measure employee job satisfaction and their perception of communication within the university.
Evidences
ENTREVISTADO 1 - Alejandra Guerrero Vázquez Comunicación Pregunta 1. Desde mi punto de vista, la comunicación dentro de la universidad es muy horizontal, ya que, al menos en mi departamento hay asuntos que solo se comparten entre los niveles más altos, y en la mayoría de las ocasiones dichos asuntos nos competen a todos. Pregunta 2. Desde luego que sí, solo considero que se debe de trabajar más en equipo para el logro de dichos objetivos y metas. Pregunta 3. No, como mencionaba anteriormente, hay información que no se comparte con los Profesores de Asignatura, quienes son el nivel más bajo del departamento. Pregunta 4. Sí, y dicha información es clara y concisa. Liderazgo Pregunta 1: Considero que el liderazgo en la universidad es regular, aunque hay apoyo y respeto, muchas de las veces no se nos informan asuntos importantes y no se toman en cuenta nuestras opiniones. Pregunta 2: Nos brindan apoyo, pero no es suficiente. Pregunta 3: Sí, definitivamente. Pregunta 4: Si se promueven, pero en ocasiones no se toman en cuenta. Trabajo en equipo Pregunta 1: Mediante el desarrollo de planes para mejorar la calidad de los programas educativos. Pregunta 2: Definitivamente sí. Pregunta 3: Sí Pregunta 4: No, el esfuerzo que día con día se hace no se toma en cuenta. Desarrollo Profesional Pregunta 1: No, pues los requisitos para aplicar a un mejor puesto son muy altos, por lo que hay pocas probabilidades. Pregunta 2: No Pregunta 3: No completamente. La universidad debería de brindar apoyo en certificaciones. Pregunta 4: Sí, pero dichas oportunidades son muy pocas. Reconocimiento y recompensas Pregunta 1: No, definitivamente Pregunta 2: No Pregunta 3: No. De hecho, no he escuchado que se reconozca a ningún maestro de la universidad, por más logros que estos tengan y si hay reconocimiento, no creo que este sea suficiente. Pregunta 4: No.
ENTREVISTADO 2 - Alejandra Guerrero Vázquez Comunicación Pregunta 1. La comunicación es buena, pero considero que puede mejorar en el aspecto de tomar en cuenta a todos los integrantes del departamento en la toma de decisiones. Pregunta 2. Sí, pero hace falta trabajar más conjuntamente en el logro de los objetivos Pregunta 3. No, en ocasiones a los Pas no se nos informa sobre ciertos asuntos. Pregunta 4. Sí. Liderazgo Pregunta 1: Considero que el liderazgo en la universidad es regular, ya que puede mejorar en aspectos como la toma de decisiones en conjunto. Pregunta 2: Sí. Pregunta 3: Sí, considero que el respeto predomina en todas las áreas de trabajo. Pregunta 4: Si se promueven, pero no se toman en cuenta. Trabajo en equipo Pregunta 1: Mediante el desarrollo de actividades para mejorar la calidad educativa de nuestros estudiantes. Pregunta 2: Definitivamente sí. Pregunta 3: Sí Pregunta 4: No. Desarrollo Profesional Pregunta 1: No, la verdad un PA solo puede aspirar a ser PTC, lo cual, desde mi punto de vista no es un gran ascenso. Pregunta 2: No Pregunta 3: No completamente. En ocasiones se requiere conocer más sobre las materias que se van a impartir, y la universidad no brinda apoyo en esas cuestiones. Pregunta 4: Sí, pero dichas oportunidades son casi nulas. Reconocimiento y recompensas Pregunta 1: No, definitivamente Pregunta 2: No Pregunta 3: No, y aunque existiera equidad en el reconocimiento, ningún maestro es reconocido por lan sus aportaciones en la universidad. Pregunta 4: No.