Professional Documents
Culture Documents
MATERIA:
DIRECCION Y GESTION EMPRESARIAL
DOCENTE:
MARIA TERESA DE ALCAZER
TALLER 1: AVATAR
Estudiantes:
SIMÓN GIL 134709587
KEVIN TORRES
Descripción de la situación.
En la última reunión semanal del equipo de conducción (el presidente y sus cuatro
gerentes), la cual se realiza todos los días miércoles de 9 a 11 de la mañana, se desató
una discusión fuerte, más fuerte que las normales.
Todo comenzó cuando el gerente de RRHH, Guillermo Zavala, presentó una propuesta
para implementar “telecommuting” (teletrabajo) para ciertas posiciones de consultores,
los cuales trabajan buena parte de su tiempo en los clientes, pero que de todos modos
poseen puestos de trabajo fijos en Carlos Pellegrini y 9 de Julio.
La propuesta, al parecer, permitía generar importantes beneficios económicos, al
eliminar la infraestructura destinada a cerca de 150 empleados, situada en un lugar de
Buenos Aires de alto costo inmobiliario.
Roberto Mondino y los otros tres gerentes se enteraron ahí mismo de la existencia de
la propuesta, y en principio, se mostraron sorprendidos y algo disgustados por no
haberse enterado antes de una propuesta que involucraba a parte de su propio
personal.
Roberto Mondino, al recibir la propuesta, inmediatamente preguntó a Carlos Pazos, su
mano derecha, que le parecía la idea. A Pazos no le parecía mal la idea en principio,
pero, como conocía bien a Roberto Mondino, su autoritarismo y su visión bastante
desactualizada de los negocios y, como suele decirse “no le gusta comer vidrio”, pensó
que era menos riesgoso rechazar la idea, y preservar la sintonía de opiniones que
mantenía con R. Mondino y que lo habían llevado a posicionarse como su mano
derecha.
Pazos entonces dijo, literalmente: “mmmm, me parece que no estamos preparados
para esto”. Los demás gerentes inmediatamente se sumaron con comentarios del tipo:
“no va andar”, “es demasiado moderno”, “no es para nosotros” y similares.
Casualmente Carlos Mondino, hermano del Presidente, entró en ese momento a la sala
de reuniones, sin anunciarse, y al escuchar la discusión agregó: “¿trabajar en casa?”
“¿esos vagos no trabajan acá y van a trabajar en la casa?”, “¡es una pavada!”, “¡no se a
quién se le puede ocurrir!”.
Todos se rieron, hasta Roberto Mondino, el mismísimo presidente.
El gerente de RRHH, quien había realizado una investigación exhaustiva y análisis
detallado de factibilidad y costo-beneficio, los cuales ni siquiera fueron leídos, se sintió
herido, ya no soportó más y estalló, acusando a todos de retrógrados, ignorantes y no
dispuestos al cambio.
A partir de esta reacción, la reunión se descontroló totalmente, y degeneró en una
discusión a gritos que duró más de media hora, hasta que el presidente, ofuscado, se
retiró pegando un portazo.
1) Realizar un análisis crítico del estilo de liderazgo de R. Mondino (según los
Enfoques Normativos), e identificar las causas de fondo por las cuales R. Mondino,
hasta ahora, no ha logrado delegar.
Al ser el dueño de la empresa desde hace mucho tiempo, implica que su forma de innovar
no ha cambiado mucho en los últimos años. Si bien R. Mondino tiene la razón cuando
dice que, si no interviene, las cosas no salen bien, también hay alternativas que podrían
cambiar este pensamiento. Desde mi punto de vista, le gusta tener el control de lo que
se hace y lo que no se hace, y, por ende, no tiene la capacidad de creer en las opiniones
de sus gerentes. Por el otro lado, los empleados no respetan a sus superiores, pero es
porque él les quita la autoridad, haciéndolos ver como incompetentes. Si se ha dado
cuenta que tiene estos problemas, ha podido cambiar de gerentes hace mucho tiempo.
Sin embargo, ignora si esta empresa pudiera ser más competitiva en el mercado y tener
mejor desempeño al actual, pues no permite opiniones o propuestas distintas a las suyas,
incluso rechaza apoyo externo de especialistas con experiencia. Adicionalmente, no
cuenta con indicadores para medir clima organizacional, competitividad y satisfacción de
clientes.
Le aterra delegar pues cree que con ello puede llegar a perder el poder en la empresa.
Los directivos de una empresa son quienes guían a los trabajadores hacia el éxito de la
misma a través de la motivación y los líderes tienen el rol más completo ya que se basa
en su cualidad de orientar, influir en otros y sus comportamientos, motivar, crear equipo
y definir clima, cultura y las políticas de empresa.
Estos deben:
Establecer objetivos
Organizar
Motivar y comunicar
Medir
Dirigir personas
Automotivación
Habilidades sociales
Amplio conocimiento sobre la propia organización y todo lo que la rodea
Capacidad para comprender, gestionar y decidir sobre asuntos de toda índole, desde los
más abstractos y analíticos en relación a la estrategia, hasta los más operativos.
Capacidad de motivación a personas y equipos de trabajo
Capacidad de comunicación hacia los demás y conseguir transmitir mensaje
Capacidad para ganarse a la gente a través de convencimiento y no de la autoridad y las
imposiciones
Tener habilidad y paciencia para enseñar a las personas, ayudándolas a crecer, en vez
de conformarse con ordenar y mandar para lograr resultados.
En el nuevo entorno competitivo de las empresas, las personas son el valor, por encima
del financiero; y con su conocimiento y experiencia, son el activo estratégico más
importante y sensible a la vez.
La misión del líder en esta era es contribuir al crecimiento de este activo (las personas):
Por otra parte, la línea media (gerentes) se comportan en forma muy pasiva sin enfrentar
ni defender principios. Optan por la posición cómoda de no hacer nada. No se atreven a
formar equipo en función de conseguir los resultados. Están desunidos y aprueban con
sus acciones y comportamiento, las decisiones del jefe.
Desde otro punto de vista, debió ser más inteligente y enseñarle su plan a Carlos Pazos,
sabiendo que este es la mano derecha de Roberto. Se ve que, a Pazos, le gustó la idea,
pero prefirió irse por lo seguro y rechazar la misma. La complicidad existente entre Pazos
y Roberto fue la que hizo que el plan cayera de forma tan abrupta.
Es obvio que el hermano del presidente, Carlos, no tiene ningún interés sobre la
empresa. Es aparente que el hermano mayor es el que siempre ha tomado las
decisiones, y Carlos simplemente se interesa o llega cuando quiere. Su forma de
expresarse demuestra su poco conocimiento del mercado en el que se encuentran, y nos
enseña su mentalidad ante sus subordinados. No confía en ellos, y por eso es renuente
a dejarlos trabajar desde su casa, también muestra poco respeto.
Fue un efecto de cadena. Los gerentes todos actuaron de acuerdo a lo que pensaron el
presidente y Pazos. Se podría decir que los demás gerentes estaban molestos ya que
no se enteraron del plan antes de ese momento. Todos buscaron dar una razón por la
cual el plan no iba a funcionar, hundiendo el plan del gerente de RH. Me parece que la
reacción de todos no fue apropiada, ya que la idea era realmente buena. El hecho que
los gerentes no apreciaran la innovación, y dejaran que el presidente y Pazos dictaran la
sentencia, demuestra la razón por la cual la empresa se encuentra así.
7) Analizar la reacción del Gerente de RRHH, que lo llevó a insultar a su jefe y colegas.
¿Cómo debería haber procedido?
El gerente de recursos humanos había hecho una investigación que le tomo muchos
esfuerzos, debido a la presión que sitio al haber sido rechazado esta propuesta y de una
forma tan despectiva y burlona, lo llevo al límite, por lo que dio como resultado la
alteración enfrente de su jefe y colegas.
El sin duda debió haber procedido a comportarse de una forma más profesional y lograr
afrontar esta situación con la aplicación de la inteligencia emocional, si carece de esta
habilidad pudo haber procedido a mejorar su propuesta o a presentarla en un momento
donde se sienta menos presionado para evitar conflictos. Por otro lado, pudo haber
incentivado de una forma más acentuada que les permitiera observar a todos en la
reunión de una forma más completa y detallada su propuesta, ya que la situación actual
de la empresa y los grandes cambios tecnológicos requieren que se tomen medidas
pertinentes que él estaba planteando, lo que traería como efecto que lograran darse
cuenta de los beneficios que este plan podía ofrecer y querer implementarlo.
Company Background.
The company AVATAR, S.A. provides consulting services in information technology. It
is a Public Limited Company, whose partners are Roberto Mondino (majority
shareholder) and his brother Carlos Mondino.
It has a staff of 395 employees, of whom 190 work at the central offices, at Carlos
Pellegrini and 9 de Julio, while the rest are mostly consultants who work part time at the
central offices, and part of the time in client companies, for which they provide
consulting services.
The founder and current president of AVATAR, Mr. Roberto Mondino, 64 years old,
leads the company personally, participating in virtually all decisions.
Directly, the President is reported by four managers: the Commercial Manager, Carlos
Pazos, the Manager of Consulting Services, Ricardo Mansilla, the Manager of
Administration, Alberto Muñoz, and the Human Resources Manager (RRHH), Guillermo
Zavala.
The company has more than 30 years in the market, and although it has suffered many
ups and downs, it has grown in its annual turnover in a sustained manner.
Mr. Roberto Mondino feels very proud of his achievements, and does not hide it at all.
He is a very arrogant person and reacts untimely to any comment, both from his
managers and from any external consultants, indicating points to improve or changes in
his way of managing the organization.
The favorite phrase of Mr. R. Mondino is "my company is successful and has grown
steadily, so my management can not be wrong."
Mr. R. Mondino generally does not accept recommendations that come from experts in
business management. For him they are only "idealistic theorists" who do not know how
is the reality of things.
R. Mondino usually hire external consultants, but inevitably he gets angry with them as
soon as they begin to indicate the defects of the company, and in general, ends up
dismissing them before the completion of the projects.
Mr. R. Mondino prides himself on having set up the company from scratch, without
university studies, and without the help of consultants.
R. Mondino thinks that if he does not intervene surely mistakes will be made. And reality
confirms this feeling of Mr. R. Mondino. When he does not intervene, it is very difficult for
his managers to carry out and resolve issues of a certain complexity, since they can not
"move" the rest of the organization.
R. Mondino attributes this to the fact that his managers are incompetent, and that for that
reason they are not respected by employees.
The managers complain because they say that in this way R. Mondino disavows them,
and this is a discussion that is installed in the company, practically from its origins.
In the last weekly meeting of the driving team (the president and his four managers),
which takes place every Wednesday from 9 a.m. to 11 a.m., a strong discussion broke
out, stronger than the normal ones.
It all started when the HR manager, Guillermo Zavala, presented a proposal to implement
"telecommuting" (teleworking) for certain positions of consultants, who work a good part
of their time in the clients, but who still have fixed jobs anyway. in Carlos Pellegrini and
July 9.
Roberto Mondino and the other three managers found out about the existence of the
proposal right there, and in principle, they were surprised and somewhat displeased
because they had not heard of a proposal that involved part of their own staff.
Roberto Mondino, upon receiving the proposal, immediately asked Carlos Pazos, his right
hand, what he thought was the idea. Pazos did not like the idea in principle, but, as he
knew Roberto Mondino well, his authoritarianism and his rather outdated vision of
business and, as they say "he does not like to eat glass", he thought it was less risky to
reject the idea, and preserve the harmony of opinions he had with R. Mondino and that
had led him to position himself as his right hand.
Pazos then said, literally: "mmmm, I think we're not ready for this." The other managers
immediately joined with comments of the type: "it is not going to walk", "it is too modern",
"it is not for us" and the like.
Coincidentally, Carlos Mondino, brother of the President, entered the meeting room at
that moment, unannounced, and upon hearing the discussion added: "work at home?"
"Do not those bums work here and work at home? "," Is a dick! "," I do not know who can
think of it! ".
The HR manager, who had conducted a thorough investigation and detailed analysis of
feasibility and cost-benefit, which were not even read, felt hurt, could not take it anymore
and exploded, accusing everyone of retrograde, ignorant and unwilling to change.
From this reaction, the meeting was totally out of control, and degenerated into a
screaming discussion that lasted for more than half an hour, until the president,
obfuscated, withdrew by slamming the door.
1) Carry out a critical analysis of the leadership style of R. Mondino (according to the
Normative Approaches), and identify the underlying causes for which R. Mondino,
up to now, has not managed to delegate.
It could be said that R. Mondino's leadership style is autocratic. Arguing that the word
leadership implies that everyone works towards the same objective, it must be argued R.
Mondino is a "boss" and not a leader. All decisions fall on him, and nothing can proceed
without his permission. The ego goes before everything else, since it is credited for the
growth of your company. The reason why he has not been able to delegate, is that he
does not trust his staff, believes that he can do the job that everyone else does, and that
is what has always happened in the company.
Being the owner of the company for a long time, implies that his way of innovating has
not changed much in recent years. Although R. Mondino is right when he says that, if he
does not intervene, things do not go well, there are also alternatives that could change
this thought. From my point of view, he likes to have control over what is done and what
is not done, and, therefore, he does not have the capacity to believe in the opinions of his
managers. On the other hand, employees do not respect their superiors, but it is because
he takes away their authority, making them look incompetent. If you have noticed that you
have these problems, you have been able to change managers a long time ago.
The leadership style of the president of the Mondino company, is supporting on the basis
of intimidation, authority and imposition, which at its point of understanding has given
good results. He is convinced that he is doing well and that the company moves with an
excellent performance of the product of his decisions and work.
However, ignore if this company could be more competitive in the market and have more
performance to the real, it does not allow opinions and proposals other than yours, even
rejects the external support of experienced specialists. Additionally, it does not have
indicators to measure organizational climate, competitiveness and customer satisfaction.
It terrifies him to delegate because he believes that with that he can lose power in the
company.
The managers of a company that are working to achieve the success of it through
motivation and leaders have the most complete role that is based on their quality to guide,
influence others and their behaviors, motivate, create team and define climate, culture
and company policies.
These must:
• to establish objectives
• Organize
• Motivate and communicate
• To size
• Direct people
And on the other hand have the following facets:
• Self-motivation
• Social skills
• Extensive knowledge about the organization itself and everything that surrounds it
• Ability to understand, manage and decide on matters of all kinds, from the most abstract
and analytical in relation to the strategy, to the most operational.
• Ability to motivate people and work teams
• Ability to communicate with others and get message transmitted
• Ability to win people through conviction and not from authority and impositions
• Have the ability and patience to teach people, helping them to grow, instead of conforming
and sending to achieve results.
In the new competitive environment of companies, people are the value, above the
financial; and with knowledge and experience, son the most strategic and sensitive asset
at the same time.
The mission of the leader in this era is to contribute to the growth of this asset (people):
• Fostering creativity
On the other hand, the middle line (managers) behave very passively without facing or
defending principles. They opt for the comfortable position of doing nothing. They do not
dare to form a team based on achieving the results. They are discouraged and approve
with their actions and behavior, the decisions of the boss.
There is no leadership on the line, there is no direction, there are no solutions. They are
followers of the decisions that the President of the company issues.
In order to optimize the leadership of the middle line, the following actions are proposed:
1. Consolidate the management team as the management team of the company in order
to make strategic decisions in a collegiate manner on the board of directors, with the
participation of all.
2. Define and agree the descriptions of manager positions with their responsibilities,
levels of approval, resources among others.
3. Establish mechanisms of management reports for each of the managements
4. Motivate and implement policies for saving and minimizing costs, by the workers and
managers of the company
The way in which the HR manager presented the proposal demonstrates the
communication problems of the company. First, the manager had to have talked with the
managers of the other departments, so that they were aware of the suggestion. The fact
that it was the first time that the others listened to the proposal demonstrates the low
interdepartmental integration. Second, by understanding that Roberto Mondino has the
power to make decisions, he should have talked to him to make him understand his plan
beforehand.
From another point of view, he had to be smarter and teach his plan to Carlos Pazos,
knowing that this is Roberto's right hand. You can see that Pazos liked the idea, but he
preferred to go for it and reject it. The complicity between Pazos and Roberto was what
made the plan fall so abruptly.
Pazos' response is understandable given the situation of the company and the way of
handling Roberto's things. Pazos preferred to go for the least risky option, saying that it
did not seem like the right moment to continue as the right hand of the senior shareholder.
Having given his support to the manager of HR, would be badly positioned within the
company, since everything revolves around Mondino. Pazos also understood the position
of Mondino, he himself is a little outdated, and therefore, accept this idea, would go
against everything he thinks and how to manage the company.
It is obvious that the president's brother, Carlos, has no interest in the company. It is
apparent that the older brother is the one who has always made the decisions, and Carlos
simply cares or arrives when he wants. His way of expressing himself demonstrates his
little knowledge of the market in which they find themselves, and teaches us his mentality
before his subordinates. He does not trust them, and that is why he is reluctant to let them
work from home, he also shows little respect.
6) Analyze the reaction of the president and the other managers.
It was a chain effect. The managers all acted according to what the president and
Pazos thought. You could say that the other managers were upset since they did not
hear about the plan before then. They all sought to give a reason why the plan was not
going to work, sinking the plan of the HR manager.
It seems to me that everyone's reaction was not appropriate, since the idea was really
good. The fact that managers do not appreciate innovation, and let the president and
Pazos dictate the ruling, demonstrates the reason why the company is like that.
7) Analyze the reaction of the HR Manager, which led him to insult his boss and
colleagues. How should I have proceeded?
The human resources manager had made an investigation that took a lot of effort, due to
the pressure that this proposal has been rejected and in a way so derisive and mocking,
took it to the limit, which resulted in the alteration opposite of your boss and colleagues.
On the other hand, it could have encouraged in a more accentuated way that allowed
them to observe all in the meeting in a more complete and detailed manner, since the
current situation of the company and the great technological changes require that
pertinent measures be taken that he was proposing, what it would bring as an effect that
they would realize the benefits that this plan could offer and want to implement it.
The effect of this altercation in the manager of Human Resources does not offer anything
positive, having had this attitude could have cost him his job and job stability, as well as
the good and stable relations between his bosses, superiors and colleagues.
However, he was the only one who dared to confront the situation of the company and to
demonstrate their disagreements that many others also present, in addition he managed
to propose a feasible investigation for better functioning of the company that maybe could
be seen in another way once to normalize and reassure the situation.
9) Propose changes in the way of leadership of R. Mondino, that allow to increase the
effectiveness and efficiency of your organization.
The president of the company Roberto Mondino will need to make many changes in
order to increase the effectiveness and efficiency of his organization, among the most
important changes we must do: Listen carefully to the people in charge of the company
who present proposals that can improve the current situation , just as you must listen to
the analysts you hire and in some way be able to comply with and apply the
recommendations they offer so that the company can maintain and continue to grow.
In the same way you must make changes in your attitude that does not provide any
benefit to the functioning of the organization, you must stop acting like a boss and start
behaving as a leader that motivates and makes everyone together achieve the goals
and objectives that are pose Last but not least, you should improve your actions
according to the situation before the changes, know how to adapt to the current
situation and not keep up with your outdated business vision.