THE DIRECTIVE SKILLS AND THEIR IMPACT ON THE LABOR

International Journal of Scientific Management and Tourism (2017) 3-4: 5-36, Vargas-Hernández, J.G. & Torres, B.A.: “THE DIRECTIVE SKILLS AND THEIR IMPACT ON THE LABOR PRODUCTIVITY OF MEXICAN SMES”

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THE DIRECTIVE SKILLS AND THEIR IMPACT ON THE LABOR PRODUCTIVITY OF MEXICAN SMES

Case study of the Green House Company in the city and port of Lázaro Cárdenas Michoacán (Mexico)

José G. Vargas-Hernández1

Bertha Alicia Torres Vega2

Abstract The purpose of this investigation is to determinate the level of productivity of the SMEs Casa Verde (Green House) in function of their managerial skills. Parting from the general hypothesis, the managerial skills has an impact in the labor productivity. This was able to prove through the application of a survey with Likert scale to the employees of the company in question. The investigation is qualitative-quantitative and explorative type. Though bibliographic and hemerographic analysis it was proved that companies are required to have managers with knowledge, aptitudes and skills of leadership, motivation and team work; be able to manage efficiently the resources and take the human capital to the attainment of organizational goals and increase labor productivity. Keywords: Management skills, executive, labor productivity, manage. JEL: M10, M120, M140 Resumen El objetivo de esta investigación es determinar el nivel de productividad de la pyme Casa Verde en función de las habilidades directivas. Partiendo de la hipótesis general, las habilidades directivas tienen impacto en la productividad laboral. Esto se pudo comprobar a través de la aplicación de una encuesta con escala tipo Likert aplicada a los empleados de la empresa en estudio. La investigación es cualitativa-cuantitativa de tipo exploratoria. A través del análisis bibliográfico y hemerográfico se comprobó que las organizaciones requieren de directivos con conocimientos, aptitudes y habilidades de liderazgo, motivación y trabajo en equipo; capaces de gestionar eficientemente los recursos y de dirigir al capital humano hacia la consecución de las metas organizacionales y el incremento de la productividad laboral. Palabras clave: Habilidades directivas, directivo, productividad laboral, gestionar. 1 M.B.A.; Ph.D. Research professor, Departament of Administration. University Center for Economic and Managerial Sciences, University of Guadalajara. Periférico Norte 799, Edif. G-201-7, Núcleo Universitario los Belenes. Zapopan, Jalisco, 45100 México. +523337703340 ext. 25685. Email: [email protected] 2 Instituto Tecnológico de Lázaro Cárdenas. Av. Melchor Ocampo No. 2555, Cuarto Sector, Lázaro Cárdenas, Mich. C.P. 60950. 7531235853, [email protected]

International Journal of Scientific Managment Tourism

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1. General introduction In Mexico, small and medium-sized enterprises (SMEs) have a 12- to 24-month survival, with a profitability of 5 to 6 percent and a cost of 12 percent per annum to acquire bank capital, according to Manuel Molano Ruiz, Deputy Director General of the Institute for Competitiveness (IMCO). In an analysis carried out by the IMCO, it was found that manufacturing SMEs are the ones that have the most life, a decade. In areas like construction are three years, and in services of 1.5 to two years. The IMCO also points out that in small companies there is a low competitive differentiation; gap in technical and business skills; do not have viable quality, and have high unit costs, among other aspects (UNAM, 2012).

Micro, small and medium-sized enterprises (SMEs) are the backbone of the national economy due to the trade agreements that Mexico has had in recent years and also because of its high impact on job creation and domestic production. According to data from the National Institute of Statistics and Geography (INEGI), in Mexico there are approximately 4 million 15 thousand business units, of which 99.8% are SMEs that generate 52% of Gross Domestic Product (GDP) and 72% of employment in the country (PROMEXICO, 2014).

The role of the manager in any organization is to keep his company constantly changing, seeking to adapt to changes in the internal and external environment, so that it is essential to develop leadership skills, motivation and teamwork, as well as the skills required to take advantage of opportunities for growth and increased productivity through the implementation of new technologies that reduce time, costs and increase production. The accomplishment of this research contributes greatly to the determination of the impact that managerial skills have on the productivity of Mexican SMEs. The purpose of this study is to determine the functionality in terms of leadership, motivation and work in Equipment that Casa Verde presents as a function of productivity. The SME mentioned above is the object of study in question.

On the other hand, this research includes 10 sections. Initially, the antecedents of the problem, as well as the problem to be solved, the justification, hypotheses and research objectives are planted. Likewise, it presents the conceptual framework of the variables under study which in turn is integrated by the conceptual framework, theoretical framework and the review of the empirical reading. It also includes research methods. In this section, it is exemplified the research design which contains the methodology used, the type of research, the instruments and the operationalization of the variables. Finally, it includes the analysis of the results obtained with the application of the survey in the field research carried out, as well as the conclusions reached with the completion of this study and final recommendations.

2. Background of the problem

Small and Medium Enterprises (SMEs), also known by its acronym PyME in Spanish, is a micro, small or medium company that as an economic unit is operated by a natural or legal person, under any form of legal organization or business management and carries out any type of activity whether production, marketing or service delivery (CONDUSEF, 2014).

SMEs in Mexico play a key role in regional development. According to data from the National Institute of Statistics and Geography (INEGI), there are currently 4 million 15 thousand business units in Mexico. 99.8% are SMEs (PROMÉXICO, 2014). Although these companies are the main contributors to the national economy, they face many problems such as the absence of an organizational culture. Seldom do they arise what is their mission, vision and values. They are not clear what the reason for their existence is or what their purposes are, much less what are their organizational goals.


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Poor business management is one of the main causes of SME failure. Many companies arise from a hunch more than from a significant knowledge of the business and its characteristics. In addition, it is also common for owners to feel they have sufficient knowledge in all areas of the business and therefore they remain important to be trained in the fundamental as is the development of managerial skills that undoubtedly are fundamentally necessary for proper management of these organizations.

3. Problem approach

Currently small and medium-sized enterprises are the main generators of the country's income. It is worth mentioning that they are also the main ones to disappear shortly after their introduction to the market. The main reason is the poor management of the resources that comprise it, as well as the lack of managerial skills on the part of the executives as they are the leadership, the motivation and the team work by the executives.

Due to the aforementioned, it can be cited some problems arising from these shortcomings. There is a clear lack of formal structure in the organization, systematization of its operations and activities, strict policies, supervision and performance standards. In human resources is the lack of training and excessive staff turnover. In the same way, in production there is a considerable lack of techniques to plan the production, measurement and quality control, lack of systematization of control procedures, deficiencies in their purchasing systems, poor distribution of work and facilities and poor productivity (Palomo, 2005).

Given the information presented above, the following research questions are posed: What is the level of productivity of the SME in relation to management skills? What impact has the use and proper use of the technology of the company Casa Verde Depending on the leadership? What is the quality level of the product of the company Casa Verde in function of the motivation? What is the level of improvement of the work of the company Casa Verde in function of the team work?

4. Justification

Derived from the problems currently challenged by SMEs due to poor business management and to the lack of training and the almost null development of managerial skills by the managers of these entities, it is fundamental to conduct a qualitative - quantitative study of exploratory type that allows to clearly defining the problems and difficulties that these companies face today.

Likewise, through this research the impact that managerial skills have on the productivity of Mexican SMEs is determined, since to efficiently manage an organization, in addition to the basic knowledge in administration and management of resources for the business practice is required to develop leadership skills such as leadership, motivation, teamwork, and other important skills. Therefore, the development of technical skills, human skills and conceptual skills in SME managers will contribute greatly to improving the productivity of these entities. For the development of this research the object of study is the Casa Verde Company which is a company called SME according to the classification of the companies by its personnel, to analyze the influence of managerial skills in the organizational performance of the collaborators of this company in order to verify the proposed research hypotheses.

In the personal sphere, research will provide the students with new knowledge, enriching their learning, and will have the opportunity to interact with a variety of research students from different parts of the republic and learn from them many ways to work


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developing their interaction and teamwork skills. In the same way, as this research is carried out, it will be possible to develop new research skills and abilities that will facilitate the way for further research of greater complexity. This research has been carried out hand by hand by the researcher who with their knowledge, skills and experience will facilitate learning and the conclusion of this.

5. Deployment of research variables and hypotheses

Table 1: Description of research variables and indicators VARIABLE DESCRIPTION INDICATORS

Xo Management skills

Madrigal (2009) argues that skills are particular abilities resulting from knowledge, information, practice and aptitude. When managers have the key administrative functions, they get a high-performance work environment.

Leadership Motivation Teamwork

Yo Productivity of SMEs

On the other hand, Medina (2009) defines productivity as the relationship between the production obtained and the inputs used. The more efficient and effective SMEs are in the use of resources we will be more productive, and the more productive become, the more competitive we will be.

Technology Work Product

Source: Authors based on 2 authors.

A. Research hypothesis 1) General hypothesis

Management skills have an impact on labor productivity

2) Specific hypotheses a) Leadership has an impact on the use and proper use of technology. b) The motivation influences the quality of the product of the company. c) Teamwork contributes to the improvement of work in the company.

6. Objectives of research A. General objective Determine the level of productivity of the SME Green House according to the managerial skills

B. Specific objectives

1) To determine the impact the use and proper use of the technology of the company Casa Verde in function of the leadership

2) Determine the quality level of the product of the Casa Verde company according to the motivation


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3) To determine the level of improvement of the work of the company Casa Verde in function of the team work

7. Conceptual theoretical framework of managerial skills A. Introduction

At the beginning of the 21st century, the development and deployment of skills in any job or activity has become an increasingly important need for companies and organizations. In any type of organizations people interact, where each one of them plays a role, from "simple" employees to bosses or managers (Alles, 2007). When knowledge has been democratized thanks to the powerful influence of the new technologies, there are skills and competences that will really determine the factors and differentiating elements between the people, and therefore, the competitive advantages between companies, turn out to be its most outstanding consequence (Pollitt and Bouckaert, 2000).

The present section shows for a better understanding of the reading the conceptualization of the subject under study, in turn contains several of the theories that several authors throughout history have sustained. Likewise, it shows the empirical review through which the reader will be able to know some of the researches that have been done based on the subject under study, as well as a comparative analysis of the diverse theories studied.

B. Conceptual framework of managerial skills Today, personal, interpersonal and managerial skills are gaining increasing importance

in companies and organizations. In this sense Goyal (2013), quoted by Pereda, Lopez and Gonzalez (2014), states that people with excellent personal skills reach the peak of their personal effectiveness and organization, since interpersonal skills allow workers to interact with success in an increasingly challenging work undergoing a changing environment. Although there are many definitions regarding management skills, below are some concepts supported by authors recognized for their great contributions. The Dictionary of the Royal Spanish Academy defines ability as the "capacity and disposition for something" (RAE, 2001). In turn, Whetten and Cameron (2005) say that managerial skills are those skills needed to manage one's own life as well as relationships with others.

On the other hand, Madrigal (2009) argues that skills are particular abilities resulting from knowledge, information, practice and aptitude. When managers have the key administrative functions, they get a high-performance work environment. For the development of this research, it is being used the concept of Madrigal (2009) who maintains that skills are particular abilities result of knowledge, information, practice and aptitude. This concept clearly and concisely expresses the definition of managerial skills, since according to this author management skills are not only knowledge, but also skills that are developed by experience.

C. Theoretical framework of managerial skills Throughout the history, diverse authors have supported theories and proposed models on

the directive abilities. To go deeper into the topic below are the theories that have been grounded.


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1) The three basic administrative skills of (Katz, 1955)

According to Katz (1955), managers need three basic administrative skills. Technical skills are knowledge and skills in a specialized field, such as engineering, computation, accounting or manufacturing. Personal skills include the ability to work well with others, both individually and as a group. Finally, conceptual skills are those that managers must have to think and conceptualize abstract and complicated situations (Aburto and Bonales, 2011).

2) Management skills according to (Whetten and Cameron, 2005)

For Whetten and Cameron (2005), these positions require skills to do things right and to do the right things. The first ones, they call them administrative skills and the second, leadership skills. Administrative skills include: Market skills, which relate to what is necessary to effectively compete and manage external relations; and Hierarchy skills, which include what is necessary to maintain control and stability. Leadership skills include: Clan skills, which refer to what is necessary to establish and maintain effective interpersonal relationships, and adhocracy skills, which refer to the ability to innovate, promote change, articulate a vision that energizes and manage the future (Cetina, Ortega and Aguilar, 2010).

On the other hand, Whetten and Cameron (2005: 18) also propose a model with 10 essential management skills, classified into three main groups: Personal, interpersonal and group, complete with three additional communication skills: oral and written presentations; conducting interviews and managing meetings.

3) Classification of management skills by Mosley, Megginson and Pietri (2005)

The classification proposed by these authors provides an adequate framework that facilitates the study and understanding of managerial skills (figure 1 below). It establishes two great levels when classifying the skills: Directives and non-directives. In turn, the managerial skills structure in three sub-levels: Supervision, intermediate and senior management (Pereda, Lopez and Gonzalez, 2014).

Figure 1. Classification of managerial skills. Source: Figure taken from Mosley et al. (2005)


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A. Management skills according to Madrigal (2006)

Madrigal (2006) considers that the skills that the manager must master in the first instance are: communication, knowing how to make decisions and being aware of the risks involved, having creativity to innovate, improvising and planning, being a leader in each project or program that you undertake, know how to manage time and that of the staff, work as a team and be assertive.

B. The pyramid of managerial skills by (Reh, 2009) The creation of a "management skills pyramid" was suggested by Reh (2009), who

groups the generally recognized talents with levels of responsibility. As the person moves up the corporate path, moves to a managerial position and then a senior executive, he needs to master new skills, most of which become developmental and conceptual, rather than scientific. That is to say, as he ascends in the level of responsibility, the skills take on more weight to the detriment of technical knowledge. The pyramid includes four levels (Pereda, Lopez and Gonzalez, 2014).

Figure 2. Pyramid of management skills Source: Figure taken from (Reh, 2009) C. Central management skills according (Griffin and Fleet, 2013)

Recently, Griffin and Fleet (2013) make a proposal based on seven core skills: Technical, interpersonal, conceptual, diagnostic, communication, decision-making and time management skills (Pereda, Lopez and Gonzalez, 2014).


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Figure 3. Core management skills Source: Figure taken from Griffin and Fleet (2013: 10)

D. Theoretical analysis of the various theories of labor productivity from the point

of view of the editor Management skills have been classified into different groups and defined by different

authors according to their theories. On the one hand, Katz (1955) classifies managerial skills into three groups, technical skills, personal skills and conceptual skills. In turn, Chiavenato (2000) argues that these three skills require other personal competencies to succeed in practice, for which he says that it is necessary to develop three durable competences: Knowledge, perspective and attitude.

Also, Whetten and Cameron (2005) classify them into three groups and express that those who occupy these positions, require skills to do things right and to do the right things. The first ones, call them administrative skills, the second, leadership and third, hierarchy skills. Similarly, these two authors also propose a model of 10 essential managerial skills, which classify into three main groups: Personal, interpersonal and group.

On the other hand Mosley, Megginson and Pietri (2005) provide an adequate framework that facilitates the study and understanding of managerial skills. They establish two great levels to classify the abilities: Directives and non-directives. Madrigal (2006) considers a more extensive classification to express that the skills that the manager must master in the first instance are: Communication, knowing how to make decisions and be aware of the risk that each entails, have creativity to innovate, improvise and plan, be a leader in every project or program undertaken, know how to manage time and that of the staff, work as a team and be assertive.

Unlike other authors, Reh (2009) proposed a pyramid for the classification of management skills that it is called The Pyramid of Management Skills. As the manager rise at his / her hierarchical level, the greater the managerial skills that he must be mastered.


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Currently Griffin and Fleet (2013) have proposed seven core skills: Technical, interpersonal, conceptual, diagnostic, communication, decision-making and time management skills. Many are the classifications that management specialists have proposed, but all agree that the manager requires the development of a variety of managerial skills to adequately manage the organization and to perform efficiently.

E. Review of empirical literature on managerial skills

In this table there are described some researches about managerial skills, show the theories used, the instruments, the sample used and the results or conclusions reached. Table 2. Empirical research of managerial skills Research article Sources /

authors Theory used Instrument Sample Results

Management skills: Determinants in the organizational climate

(Aburto y Bonales, 2011)

Management skills model (Madrigal, 2006)

Hypothetical-deductive and descriptive research method with a quantitative approach Statistic analysis Questionnaire with Likert-type scaling.

305 individuals who until that time had management functions in the public institution. Autonomous University of Aguascalientes

Having a government dependence on an unsatisfactory organizational climate derived from the misuse of the skills of its managers, subordinate civil servants will not have the same quality and productivity in the activities that they perform when their social welfare is affected.

The predominant managerial role in a managerial case the scientific leader.

(Madrigal y Madrigal, 2005)

Theory of managerial skills

Qualitative analysis Field research Survey with Likert scale

We interviewed 15 scientific leaders, academics and directors of centers and research institutes. University Center of Economic and Administrative Sciences (CUCEA). University of Guadalajara, Mexico.

Another phenomenon or problem faced by institutes and research centers when assigned a pragmatic administrator or bureaucrat disconnected from interpersonal skills and leadership. When according to it adheres to the normative and structural guidelines of the organization neglecting the real need of the work center or in its defect with little or no administrative flexibility.

Source: Own elaboration based on several authors.


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8. Conceptual theoretical framework of SME productivity A. Introduction

The word productivity has existed for over 200 years. In past periods it was thought that productivity depended on labor and capital. However, it is now known that there are a large number of factors that affect its behavior. These include the quality of human resources, investments, capital / labor ratio, scientific and technological research and development, trade unions, globalization, utilization of installed capacity, government laws and regulations, technological innovations, etc. (Felsinger and Runza, 2002).

B. Productivity conceptualization One of the most relevant concepts in the analysis of economic processes today is the

one that refers to productivity since it is central to the economic growth of the countries. The terms productivity, efficiency, and effectiveness are often confused with each other: Efficiency is the ratio of actual output to expected standard output and effectiveness is the degree to which objectives are achieved. In other words, the way in which a set of outcomes is obtained reflects effectiveness, while the way resources are used to achieve them refers to efficiency. Productivity is a combination of both, since effectiveness is related to performance and efficiency with the use of resources (Felsinger and Runza, 2002).

Already in 1950 the Organization for European Economic Cooperation defined productivity as the quotient obtained by dividing production by one of the factors of production (Medina, 2009). Thus, Marx (1980) defines labor productivity as an increase in production from the development of the productive capacity of labor without changing the use of labor power, while the intensity of labor is an increase of production by increasing the effective working time (decreasing idle time and / or increasing working hours) (Felsinger and Runza, 2002).

Felsinger and Runza (2002) express that productivity is an indicator that reflects how well the resources of an economy are being used in the production of goods and services. They also define it as the relationship between resources used and products obtained and denote the efficiency with which human resources, capital, land, etc., are used to produce goods and services in the market. On the other hand, Medina (2009) defines productivity as the relationship between the production obtained and the inputs used. The more efficient and effective organizations are in the use of resources they will be more productive, and the more productive they become, the more competitive they will be.

C. Theories about labor productivity based on various authors Many authors throughout history have written about labor productivity for which they

have structured and sustained theories and models about this important issue for organizations. The following comparative table shows some of the most important theories and models of both classical and contemporary authors.


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Table 3: Comparative table of labor productivity theories THEORY DESCRIPTION The integral productivity model.

Sumanth's Total Productivity Model was developed by its author in 1979. This model defines a measure of total productivity that includes all factors of results and all input factors and is based on tangible elements (directly measurable or quantifiable). The model provides productivity indexes, both total and partial and not only the aggregate level of the company, but also the products, processes or areas that require it (operational units). The total productivity model can be applied to any organization where people exist or machines, materials or energy are used (Medina, 2007).

The integral productivity model (Medina, 2007)

This model analyzes the means by which the maximum results are obtained when productivity is optimized, starting from the analysis of the business strategy and the definition of the target segments, the best value proposition for the clients, the participations in the market and the strategies to achieve it, defining the optimal level of operation of the company and the tangible and intangible resources actually needed. The Integral Model takes into account the importance of the system of planning and organization of companies and of the different business processes related to common objectives (Medina, 2007).

William Ouchi's Theory Z La Teoría Z de William Ouchi

Theory Z is participatory and based on human relations, pretends to understand the worker as an integral being that cannot separate his work life from his personal life. Therefore invokes certain special conditions such as trust, teamwork, employment life relationships, close personal relationships and collective decision-making, all applied in order to obtain a greater return on human resources and thus achieve greater business productivity. That is to create a new humanistic business philosophy in which the company find committed to its people (Ouchi, 1981).

Just in time by Taiichi Ohno

The just-in-time model or tight production model is closely linked to the Japanese model, which has substantially transformed the world of work, especially in the automotive industry, extending its principles to other productive areas very quickly (Fernández, 2010). This model is characterized by: 1) Permanent search for continuous improvement 2) Total Quality objective 3) Intensive of the just-in-time model. 4) Group work

Theory of industrial psychology

The proponents of the theory of the individual are interested in the psychological factors that influence the work performance and the quality of work in the workplace. The problems that these theorists pose for their discussion are very practical in nature and are consciously summarized in the postulate of "the right person in the right place" (Fernández, 2010). They consider that the nature of the working person consists of: Motives, objectives, intrinsic control and no contradiction.

Source: Authors based on several authors

D. Review of the empirical reading of labor productivity The present table describes some research on productivity, shows the theories used, the instruments, the sample used and the results or conclusions reached.


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Table 4: Empirical review of labor productivity. Research article Sources/

authors Theory used Instrument Sample Results

Labor stability and productivity in the Eroski group (Arando, Gago, Jones and Kato, 2014)

(Arando, Gago, Jones y Kato, 2014)

Cobb-Douglas production function

Quantitative analysis Field research Situational analysis

It consists of 433 supermarkets (of which 141 are cooperatives, 26 are Gespa and 256 are joint-stock companies) and 73 hypermarkets (25 cooperatives and 48 Gespa, none being conventional) of the Eroski Group Faculty of Economics and Business Sciences Madrid, Spain.

The results show that occupational safety has a positive impact on productivity. It is not clear whether the cooperative partners are more productive than the Gespa members or the indefinite workers of the corporations, although the data suggest that the establishments under the legal form of cooperative are the most productive.

Management skills as a competitive advantage. The case of the public sector in the province of Córdoba (Spain)

(Pereda, López y González, 2013)

Empirical study focused on the objective sector within the province of Cordoba and its capital.

Statistical techniques descriptive and statistical significance Structured and closed questionnaire

46,646 public employees in the Public Sector in Córdoba. University of Córdoba (Spain)

The results show that the development and training in managerial skills increases the productivity of organizations. It is a reality confirmed in the private sector, but has not yet sufficiently moved to the public sector.

Source. Authors based on several authors

9. Contextual framework Micro, small and medium-sized enterprises are of great importance in the

economy, in employment at the national and regional levels, in both industrialized and less developed countries. Micro, small and medium-sized enterprises represent the segment of the economy that contributes the largest number of economic units and employed personnel. Hence, the relevance of these types of companies and the need to strengthen their performance, as they affect fundamentally the overall behavior of national economies; In fact, in the international context, 90%, or a higher percentage of total economic units, is made up of micro, small and medium-sized enterprises (INEGI, 2014).

In Mexico, jobs are generated in the smallest businesses. According to the Economic Census 2014, in 2013 there were 4, 230, 745 economic units in Mexico belonging to the private and parastatal sector that carried out some economic activities under census, in which 21, 576, 358 people worked. Of these totals, 98.5% of the economic units and 91.1% of the


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occupied personnel correspond, together, to manufactures, commerce and services; the rest belongs to other economic activities (INEGI, 2014).

Below is a graphical representation of the stratification of Mexican economic units by their size on the basis of employed personnel, as shown in Figure 4.

Figure 4: Private and state sector: economic units and occupied personnel according to stratum 2013. Source: Figure taken from (INEGI, 2014).

Due to the importance of SMEs in the development of the national economy, the present study is the object of study of the SMEs Casa Verde located in the City and Port of Lázaro Cárdenas in the State of Michoacán, Mexico, which is studied for to determine the impact of managerial skills on the labor productivity of Mexican SMEs.

A. Geographical location of the State of Michoacán The State of Michoacán has a strategic location in the Mexican Republic, which, together with the multimodal communication infrastructure available, is a distribution center for agricultural products for various markets in the world. Michoacán de Ocampo borders on the north with Jalisco, Guanajuato and Querétaro; to the east with Querétaro, Mexico and Guerrero; to the south with Guerrero and the Pacific Ocean and to the West with the Pacific Ocean, Colima and Jalisco (INEGI, 2011). Its territorial extension represents 2.99% of the national territory. It has a population of 4 584 471 inhabitants, 3.8% of the total of the country.

Figure 5: Digital map of Michoacán Source: Figure obtained from: http://programacontactoconlacreacion.blogspot.mx/2014/12/ante-la-inoperancia-del-gobierno.html

http://programacontactoconlacreacion.blogspot.mx/2014/12/ante-la-inoperancia-del-gobierno.html

http://programacontactoconlacreacion.blogspot.mx/2014/12/ante-la-inoperancia-del-gobierno.html


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B. Geographical location of the City and Port of Lázaro Cárdenas On the other hand, Lázaro Cárdenas, Michoacán de Ocampo borders to the north with the municipality of Arteaga; to the east with the municipality of Arteaga and with the state of Guerrero and the Pacific Ocean; to the south with the Pacific Ocean; to the west with the Pacific Ocean and the municipalities of Aquila and Arteaga. Lázaro Cárdenas occupies 2.00% of the surface of the state. It has 159 locations and a total population of 183,185 inhabitants (INEGI, 2009). The Port of Lázaro Cárdenas, Michoacán is one of the main commercial connections of Mexico with the world. It stands out for its important and consolidated industrial activity and for its young and growing commercial activity.

Figure 6: Map of the City and Port of Lázaro Cárdenas Source: Figure obtained from the official website of the (INEGI, 2009)

10. Case study: SME Casa Verde (House Green) (Salad Bar)

Casa Verde is a small company dedicated to the production and sale of salads, baguettes and healthy drinks. Its main goal is to be the number one business in the sale of healthy food and increase its range of products to expand its market attracting more consumers. The business is located in Col. Lomas de Bella Vista, No. 1884, Melchor Ocampo Avenue, in the city and port of Lázaro Cárdenas. The company is run by a young couple, Mr. Alejandro Hernández Villanueva and his wife, the chef María Teresa Ramos Torres, both who own the business. Currently they have five employees who occupy the production, distribution, customer service and cash positions.

A. Background of the company Casa Verde

Before starting with the Casa Verde (Green house) project, the couple was anxious to run a business. In 2011 they designed a plan for the project, initially with a brainstorming, also carried out a study to estimate the required budget and based on the results a list of the work material was made (tables, kitchen material such as tongs, bars, equipment, chairs, cash register, among others). The materials were quoted in the city of Lázaro and online. Little by little the necessary equipment was acquired, as well as the task of finding suppliers, while both continued their respective jobs.

On November 8, 2012 they opened their doors to the public of Lázaro Cárdenas for the first time and like all business there was fear when starting the first days. Their schedule was from 9:00 a.m. to 9:00 p.m., they decided to discard that schedule because they considered that at night the sale of salad had very little demand. In the year 2015 they began with their new location at Av. Melchor Ocampo, No. 1884, Col. Lomas de Bella Vista, Cd. Lázaro Cárdenas Michoacán.


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B. Present situation of the green house company Currently the business has more than double the initial sales and its client portfolio has

increased considerably. Its goal is to turn CASA VERDE into a franchise chain and its main objective is for people to eat healthy, for which they continue to reinvent their menu to add value and in turn achieve a competitive advantage. Green house has a well-defined organization philosophy. The current market of the company are all those people who like healthy food, the product is aimed at the general population since they are foods and beverages that contribute to a healthy eating of consumers. In the future business owners are contemplating creating relationships with specialist nutritionists to guide clients to a healthy diet. Below is the mission and vision of the company, as well as its current organizational chart.

C. Mission

We are committed to providing the best healthy fast food to our customers, with a variety of fresh and delicious ingredients, always looking for your satisfaction.

D. Vision

Be one of the top 5 franchises nationwide in healthy fast food and be recognized for its fresh, delicious food, excellent customer service and with this contribute to improve the health of our customers. Figure 7. Organic structure Source: Own elaboration

11. Research methods

A. Introduction Given the nature of this study, it is considered mixed research since a combination of

both qualitative and quantitative methods is performed when data are collected through a bibliographical and hemerographic analysis, as well as the application of a survey by means of a study of countryside. Next, the type of research is described, the method employed and the research design are described, as well as the research construct and the research instrument used to obtain the information when conducting field research. Finally, the conclusions that were reached with the accomplishment of this study are described.


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B. Type of research The research is an exploratory field research based on the bibliographic and

hemerographic analysis supported by various authors of the classical and contemporary administration. By means of the realized analysis, it was possible to know the relation and influence that the variable X has on the variable Y. The research is focused on the case study of the Casa Verde company, which analyzed the impact of managerial skills as they are. Leadership, motivation and teamwork have in the productivity of Mexican SMEs. This, in turn, allowed analyzing and determining the influence of the manager's abilities on the performance of employees in terms of the use of technology, increased production and better performance in their work functions.

C. Research methodology

For the accomplishment of this study the quantitative-qualitative method was used, through which the research variables were studied, a documentary analysis was carried out to develop the bases of the study in function of theoretical contributions supported by several authors, in turn. The case of Casa Verde was studied through the direct observation and application of surveys with which reliable and accurate data were obtained of the current situation of the company in terms of the variables under study.

D. Research design

The research design presented below (Table 5), is structured based on the research variables and the indicators corresponding to each of the variables, also contains the type of research and the required instruments. For the collection and analysis of data, likewise shows the operationalization of the variables under study. It fulfills the purpose of clearly and practically exemplifying the content of the research. Table 5: Research design Name of the variable

Definition of the variable under study

Indicators

Type of research

Instruments Operational variables

Data analysis

X Management skills

Madrigal (2009) argues that skills are particular abilities resulting from knowledge, information, practice and aptitude. When managers have the key administrative functions, they get a high-performance work environment.

Leadership Motivation Teamwork

Research method of exploratory field With a quantitative-qualitative approach

Questionnaire with Likert-type scaling.

Applying a structured survey with 12 items, the first questions included from 1 to 6 correspond to the indicators of the variable X which are the managerial skills as they are; Leadership, motivation and teamwork

Analysis of data using the tool SPSS statistics

Y

On the other hand, Medina (2009) defines

Technology

Research method of

Questionnaire with

Application of a structured

Analysis of data using


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Productivity of Mexican SMEs

productivity as the relationship between the production obtained and the inputs used. The more efficient and effective are in the use of resources will be more productive, and the more productive become, the more competitive will be.

Work Product

exploratory field with a quantitative-qualitative approach

Likert-type scaling.

survey with 12 items, questions 5 through 12 correspond to the variable and that is the productivity of Mexican SMEs which is integrated by the indicators technology, work and product.

the tool SPSS statistics.

Source: Authors based on several authors

E. Research construct The research construct is a great tool to present the operationalization of the variables. It helps a lot to present the interrelation of variables and indicators. Figure 8. Research construct Source: Own elaboration.

F. Research instruments A survey with a Likert scale was applied. The questionnaire was structured based on the research variables, this consisted of 12 items. Five surveys were applied to the employees of the Casa Verde company. Information was collected from five subordinates who kindly collaborated by answering the survey. The survey with Likert scale follows: Survey with Likert scale.

H 2

.901

H 3

H 1

.830

Y0 X0

Leadership X1

Motivati

Technology

X2

y1

Labor

Y2

TeamwX3 Product

Y3

Management skills and their impact on the labor productivity of Mexican SMEs. Case study of Casa Verde in the City and Port of Lázaro Cárdenas Michoacán (Mexico)

Labor productivity

Managerial skills


22

Objective: To know the impact of managerial skills on the labor productivity of Mexican SMEs through the case study of Casa Verde. Instructions: I kindly request you to read the questions carefully and according to your criteria answer by marking the criterion with which you agree. All information will be considered strictly confidential. 5 4 3 2 1 Always Almost always Sometimes Almost never Never Item Answer Leadership 1. Do you think that Mexican SMEs require managers with leadership

skills to meet organizational goals? 5

4

3

2

1

2. Is your boss a leader who directs his or her workers towards achieving the short, medium and long term goals?

5

4

3

2

1

Motivation 3. Do you consider that motivation is important to achieve greater job

performance? 5

4

3

2

1

4. Does the green house company motivate its employees? 5 4

3

2

1

Teamwork 5. Do you consider that companies that use teamwork achieve higher

productivity results? 5

4

3

2

1

6. Do you think your boss promotes teamwork among the company's employees?

5

4

3

2

1

Technology 7. In your experience, do you think that SMEs should make greater use

of technology to make production processes faster and more efficient?

5

4

3

2

1

8. Do you consider that the technology implemented in the green house is adequate for the performance of your job functions?

5

4

3

2

1

Work 9. Do you believe that the quality of work depends to a large extent on

the trust your boss places on your employees? 5

4

3

2

1

10. Do you think your boss should give you more autonomy to increase the quality of your work?

5

4

3

2

1

Product 11. Does your workplace have everything you need (raw material,

machinery, instruments) to produce the products that are offered to the consumer?

5

4

3

2

1

12. Do you believe that the products that Casa Verde offers to its consumers meet the quality standards?

5

4

3

2

1

Name ____________________________________________________________________ Job ______________________________________________________________________ Interviewer ____________________________________________________________ Folio __________________________ Date ________________________________

TECNOLÓGICO NACIONAL DE MÉXICO

Instituto Tecnológico de Lázaro Cárdenas


23

G. Operationalization of variables The research variables, as already mentioned, is X (managerial skills) and Y (labor productivity) used to structure the applied Likert type survey. The survey consists of 12 items of which the first 6 correspond to the variable (X), 02 of which refer to leadership, 02 to motivation, 02 to teamwork. The last 6 items correspond to the variable (Y) of which 02 correspond to technology, 02 to work and 02 to product.

H. Sample determination

A representative sample was not completed because the population under study was very small, so a population of five people surveyed who were the total employees of Casa Verde was employed.

I. Analysis of data

The surveys are applied in a personalized way, once they are answered, the results are tabulated. For a better understanding of the data, tables and pie charts are used with which to achieve a greater understanding and visualization of the information. Data processing and analysis is done using the SPSS statistics tool.

J. Limitations of methods

1) The collection of information was limited by the lack of up-to-date studies, as well as the lack of complete information by public bodies

2) There was not enough time to develop the research. This type of study requires a longer period in which a thorough analysis can be done to arrive at more accurate results.

3) The population under study was very small, based on studies carried out by important researchers. It is stated that the larger the sample, the margin of error will be greatly reduced.

12. Analysis of results

To carry out this study, it was selected a population of 5 employees, a small population given the magnitude of the company. The respondents are the total employees of the company Casa Verde. Below are the results of the survey by indicator, as well as the graphs (figures) for a better understanding.

A. Leadership

1. Do you think that Mexican SMEs require managers with leadership skills to meet organizational goals? Table 6. Leadership for meeting organizational goals Values Frequency Percentage Always 5 100% Almost always 0 0% Sometimes 0 0% Almost never 0 0% Never 0 0% Source: Own elaboration


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Figure 9. Leadership to meet organizational goals Source: Own elaboration

The 100% is 5. They say that Mexican SMEs always require managers with leadership

skills such as leadership to achieve organizational goals. Each company is different; however all require personnel capable of directing and efficiently managing the resources that integrate them. 2. Is your boss a leader who directs his or her workers toward the achievement of short, medium, and long-term goals? Table 7. Direction of the workers toward the achievement of the objectives Values Frequency Percentage Always 3 60% Almost always 0 0% Sometimes 2 40% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 10. Leader directs his workers toward the achievement of the objectives. Source: own elaboration

The results of the previous graph show that 3 of the respondents, corresponding to a (60%) opinion that always their leader direct the organization towards the fulfillment of the organizational objectives. They have short-, medium- and long-term objectives, while on the other hand, 40% of them are considered to be only sometimes.


25

B. Motivation

3. Do you consider that motivation is important for greater job performance? Table 8. The motivation for greater job performance Values Frequency Percentage Always 3 60% Almost always 2 40% Sometimes 0 0% Almost never 0 0% Never 0 0% Source: own elaboration

Figure 11. The motivation for achieving greater job performance Source: own elaboration

3 of the respondents (60%) believe that motivation is always important to achieve

greater job performance since increasing incentives are greater the desire to continue improving, while the other 40% say that it is almost always important which often suffices to feel productive and worthy of the salary they perceive. 4. Does the company Casa Verde motivate its employees? Table 9. Employee Motivation Values Frequency Percentage Always 0 0% Almost always 1 20% Sometimes 2 40% Almost never 2 40% Never 0 0% Source: Own elaboration

Figure 12. Motivation for employees Source: Own elaboration

The data of the previous graph reveal that 1 respondent equivalent to (20%) comment

that they almost always receive motivation. Their main incentive is the satisfaction of


26

continuing to improve and become the best establishment of healthy foods. In the same way, 2, that is to say (40%) say that only sometimes they feel motivated. On the other hand the other 40% consider that they never feel that motivation.

C. Teamwork 5. Do you consider companies that employ teamwork to achieve greater productivity results? Table 10. Teamwork for Increased Productivity Values Frequency Percentage Always 4 80% Almost always 0 0% Sometimes 1 20% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 13. Teamwork to increase productivity Source: Own elaboration

The results show that 80% always consider that companies that use teamwork

achieve higher productivity results since this way the work can be concluded more quickly and with much less effort, while 20% believe that only sometimes teamwork contributes to increasing productivity by considering that each employee has his or her well-defined roles. 6. Do you think your boss promotes teamwork among the company's employees? Table 11. The boss promotes teamwork Values Frequency Percentage Always 5 100% Almost always 0 0% Sometimes 0 0% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 14. The boss promotes teamwork Source: Own elaboration


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The total of the employees, that is to say 100%, affirms that always their boss

promotes team work with the members of the organization. The shared work makes that the functions are realized of faster way that in turn, it diminishes the effort which individually would have to be done translating into greater production in a shorter time.

D. Technology

7. In your experience, do you think that SMEs should make greater use of technology to make production processes faster and more efficient? Table 12. Use of technology in productive processes Values Frequency Percentage Always 3 60% Almost always 0 0% Simetime 2 40% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 15. Use of technology in production processes Source: Own elaboration

The data in the previous graph show that 3 equivalent to 60% consider that SMEs should always use technology to make production processes faster and more efficient. On the other hand, 2 respondents (40%) believe that only sometimes it is necessary to implement the technology by existing processes that do not require it and it is sufficient with human capital. 8. Do you consider that the technology implemented in the green house is adequate for the performance of your job functions? Table 13. Use of technology in the company Casa Verde Values Frequency Percentage Always 3 60% Almost always 0 0% sometime 2 40% Almost never 0 0% Never 0 0% Source: On elaboration


28

Figure 16. Use of technology in the company Casa Verde Source: Own elaboration

60% expresses that always the technology implemented in the green house is adequate

for the performance of their work functions; they have all the tools and equipment necessary to produce the products. On the other hand, 40% consider that sometimes given their opinion that new technology could be implemented.

E. Work 9. Do you believe that the quality of work depends to a large extent on the trust your boss places on your employees? Table 14. Quality of work Values Frequency Percentage Always 2 40% Almost always 2 40% Sometimes 1 20% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 17. Quality of work Source: Own elaboration

40% express that the quality of the work depends to a great extent on the confidence that their boss places on their employees, since this gives them the assurance that their boss considers them capable of performing efficiently. In turn, the other 40% as well believe that almost always the quality depends on the confidence that is deposited in them; on the other hand, 20% consider that only sometimes the quality depends on it. 10. Do you think your boss should give you more autonomy to increase the quality of your work?


29

Table 15. Quality of work Values Frequency Percentage Always 0 0% Almost always 0 0% Sometimes 2 40% Almost never 0 0% Never 3 60% Source: Own elaboration

Figure 18. Quality of work Source: Own elaboration

F. Product 11. Does your workplace have everything you need (raw material, machinery, instruments) to produce the products that are offered to the consumer? Figure 16. Work area equipment Values Frequency Percentage Always 4 80% Almost always 0 0% Sometimes 1 20% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 19. Work Area Equipment Source: Made by myself

The data in the previous graph show that 4 respondents (80%) say that in their

workplace they have everything they need (raw material, machinery, instruments) to produce the products that are offered to the consumer, 20% say that almost always have everything, sometimes missing an ingredient or utensil but immediately his boss makes sure to buy it to provide it to his employees.

12. Do you believe that the products that Casa Verde offers to its consumers meet the quality standards?


30

Table 17. Product quality standards Values Frequency Percentage Always 5 100% Almost always 0 0% Sometimes 0 0% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 20. Work area equipment Source: Own elaboration

The data in the previous graph reveal that 100% of the respondents assure that the

products that Casa Verde offers to its consumers comply with the quality standards and that the hygiene standards are followed to the letter throughout the production process. Casa Verde is also concerned that its products are always correctly processed, demanding that it does not change its taste or texture.

13. Overall Conclusion of result analysis The analysis of results reveals that SMEs require managers with managerial skills,

capable of coping with the difficulties of the internal environment and of moving away to the external environment, thus answering the following research question: What is the level of productivity of SMEs Casa Verde in terms of managerial skills? The company Casa Verde has a leader who together with its employees seeks to achieve their short, medium and long term goals. In this company the motivation is considered as a fundamental factor for the increase of productivity by the employees, however, they are very rarely motivated.

On the other hand, teamwork is promoted by the general manager on a continuous basis. For these reason, employees see collective work as a necessity for increasing work performance. In the same way, the technology implemented by the company is considered adequate, since there are sufficient utensils, equipment and raw materials to produce the products, as well as the quality of the products offered to the consumers fulfill the quality standards established by the company. This is largely because employees are aware of the commitment they have to customer satisfaction as they have clearly defined functions.

14. General conclusions After having performed the bibliographic and hemerographic analysis and having

analyzed the results of the surveys applied to the employees of the SME Casa Verde, it is possible to conclude from the managerial skills if they have an impact on the labor productivity.

A. Fulfillment of research objectives

The general objective of this research is to determine the level of productivity of SME Casa Verde in function of the managerial abilities, which is fulfilled since through the applied


31

survey it was possible to determine that the administrator of the company in study counts on the managerial abilities and which, in turn, translate into higher productivity.

B. Specific objectives

To determine the impact that the use and proper use of the technology of the company Casa Verde has on the basis of the leadership. This goal is met. The results show that 3 of the respondents, corresponding to a (60%) opinion that always their leader manage the organization towards the fulfillment of the organizational objectives. They have short-, medium- and long-term objectives, while on the other hand, 40% of them are considered to be only sometimes. Table 7. Direction of the workers toward the achievement of the objectives Values Frequency Percentage Always 3 60% Almost always 0 0% Sometimes 2 40% Almost never 0 0% Never 0 0% Source: Own elaboration

Figure 10. Leader leads his workers toward the achievement of the objectives Source: own elaboration

Determine the quality level of the product of the company Casa Verde depending on

the motivation. The results of this study show that the specific objective is not met, since 1 respondent equivalent to (20%) expresses that they almost always feel motivated, likewise, 2 that is (40%) say that only sometimes, for another side, the other 40% consider that almost never. However, the lack of motivation does not affect the quality of products. Table 9. Employee motivation Values Frequency Percentage Always 0 0% Almost always 1 20% Sometimes 2 40% Almost never 2 40% Never 0 0% Source: Own elaboration


32

Figure 12. Motivation for employees Source: Own elaboration

Determine the level of improvement of the work of the company Casa Verde in terms of teamwork. The results of the analysis show the fulfillment of the specific objective, since the total of the employees, that is to say 100%, affirm that always their boss promote in the members of the organization the team work. The shared work makes the functions are made faster, in turn, decreases the effort that individually would have to be done, which translates into greater production in a shorter time. Table 11. The boss promotes teamwork Values Frequency Percentage Always 5 100% Almost always 0 0% Sometimes 0 0% Almost never 0 0% Never 0 0% Source: Own elaboration Figure 14. The boss promotes teamwork Source: own elaboration

C. Hypothesis testing The results of the investigation verify the general hypothesis, being this one; the

managerial abilities have impact in the labor productivity. It was corroborated that companies with capable managers with managerial skills achieve greater organizational results.

1) Specific hypotheses Leadership has an impact on the proper use and use of technology. This hypothesis is

proven since leaders who direct their subordinates toward the achievement of objectives and implement technologies to increase productivity and decrease costs are managers with strong leadership. The motivation influences the quality of the product of the company.

The results show that the hypothesis is verified since the majority of the organizations that implement motivational programs tend to obtain greater results, as well as to increase the


33

quality of its products. It should be mentioned that quality does not always depend on motivation.

The results show that the team work contributes to the improvement of the work in the company by which the hypothesis is verified. The organizations that are now aware of the great results achieved in teamwork strategically create high performance teams, so that employees feeling part of the organization increase their productivity.

D. Hypothesis contrasting In the following section we present the hypothesis of the variable X (managerial skills)

and (labor productivity) as variable Y, used for the development of this study.

1) Management skills Once the empirical reading has been revised, Aburto and Bonales (2011) say that by

having an unsatisfactory organizational climate derived from the incorrect use of the skills of their managers, they will have lower quality and productivity in the activities. On the other hand, Madrigal and Madrigal (2005) affirm that when a pragmatic administrator or bureaucrat is assigned but disconnected from the interpersonal and leadership skills, he has to perform inadequately.

2) Labor productivity On the other hand, Arando, Gago, Jones and Kato (2014) express that labor security

positively influences productivity. Likewise, Pereda, Lopez and González (2013) argue that development and training in managerial skills increase the productivity of organizations.

The results show that both studies emphasize that managerial skills are vital for increasing productivity in organizations. These statements are compatible with the research hypotheses of this study since it confirms that managerial skills have an impact on labor productivity.

A. Findings At the moment the manager of the SME Casa Verde possesses the abilities of

leadership, motivation and team work. However, he does not implement motivational programs. This lack of motivation does not affect the reduction of labor productivity. This is because the motivation of the workers is intrinsic and grows as they feel satisfied with their work.

E. Contributions Through the empirical review of this research, studies related to managerial skills and

labor productivity were discovered, such as the study called "Management skills as a competitive advantage. The case of the public sector in the province of Córdoba (Spain) "carried out by Pereda, López and González (2013) who maintain that the development and training in managerial skills increase the productivity of organizations. Also, this study presents an innovative contribution since at present there are no studies in Mexico that take as object of study to the company Casa Verde.


34

F. Implications This study is a great opportunity for its developer since this research deepens the

impact that the managerial skills have in the labor productivity. With this, it is possible to increase the knowledge in administration, besides having a clearer vision of future lines of research of interest.

1) Provide a tool that serves the entrepreneurs to make decisions and in turn promote between them the interest to develop leadership skills such as leadership, motivation and teamwork that are vital to better manage their organizations, increasing their labor productivity by harnessing technologies to improve working conditions and the quality of their products and services.

2) Provide administrators with a reliable study with which they can expand their knowledge on the subject, feedback and specialize in increasing their chances of success.

G. Future lines of research 1) This research is the starting point for the realization of new lines of research focused

on the management of organizations.

2) Reengineering is an alternative to increase the productivity of production companies, with a focus on reducing costs, time and workforce and increasing production.

3) To deepen the intrinsic and extrinsic labor motivation of employees to increase

productivity in service companies.

4) Analyze in depth the way in which teamwork contributes to the organizational climate of organizations.

H. Limitations

Lack of time to deepen research. It was only generally investigated through a survey, when the most viable is complemented by direct observation and interaction with the employees under study to obtain more complete information. When one is in direct contact with the object under study for a longer time or during more occasions you can make more precise judgments.

Lack of updated data and incomplete information. No more up-to-date databases could be accessed because companies and government agencies greatly restrict the information they make available to users. If one has complete and up-to-date information the research could be more nurturing.


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http://www.promexico.gob.mx/negocios-internacionales/pymes-eslabon-fundamental-para-el-crecimiento-en-mexico.html

http://www.promexico.gob.mx/negocios-internacionales/pymes-eslabon-fundamental-para-el-crecimiento-en-mexico.html

http://management.about.com/od/managementskills/a/ManagementSkills



Documents

THE DIRECTIVE SKILLS AND THEIR IMPACT ON THE LABOR