Core competencies, Salvador Trinxet

Core competencies, Salvador Trinxet

Book name: Key management models

The idea behind the ‘core competencies’ of an organization is to encour­age managers to think inside-out as well as outside-in, the traditional approach to corporate strategic thinking. Where the outside-in approach to strategic management places the customer and the competition at the centre, core competencies refer to a combination of specific, inherent, integrated and applied knowledge, skills and attitudes of an organization that should be used as the basis for strategic intent.

In short, relatively exclusive organizational qualifications can make the difference and these should be identified and/or developed in order to create long-lasting competitive advantage.

In 1990, Hamel and Prahalad wrote an award-winning HBR article on the core competence of the corporation, later published a book (1994) on how to compete for the future based on the concept of the core compe­tence. They encourage managers to ask themselves such fundamental questions as:

■    What value will we deliver to our customers in, say, 10 years from now?

■    What new ‘competencies’ (a combination of skills and technologies) will we need to develop or obtain to offer that value?

■    What are the implications with regard to how we interact with our customers?

When to use it

Thinking about and trying to define core competencies for the organiza­tion stimulates management to rethink and – hopefully – mobilize the intrinsic strengths of the organization.

The future will undoubtedly bring unimaginable products, services that are simply not yet feasible and industries that don’t exist today. Not only do you have to realize this, you actually need to know more or less what the future will look like. This is what Hamel and Prahalad call ‘foresight’. With this foresight, the process of thinking about core compe­tencies should help management to identify the extent to which they have or lack the chance to seize a part of that unknown future.

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

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Salvador Trinxet Llorca, Compliance typology

Salvador Trinxet Llorca, Compliance typology

Know your activity-based costing from your value chain analysis

Book: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

Compliance is a key element of the relationship between those who have power and those over whom power is exercised.

Power secures compliance of others, whereas involvement determines the attitude of the subject toward the exercise of power. Depending on purpose, culture and member types, different types of power and different types of involvement can result in different types of compliance.

Compliance patterns play an important role in organizational structure. Etzioni (1965) developed a typology for organizations based on compli­ance relations by combining three kinds of power with three kinds of involvement:

- Coercive power involves the potential use of physical force to make someone comply, such as in a master-slave relationship.

■  Remunerative or utilitarian power is based on rewards and sanctions, for example, trade embargoes on countries that violate human rights.

■  Normative power depends on a belief that authorities have a right to govern behaviour.

■  Alienative involvement means that the power subject disagrees with the power holder and submits against his will in fear of physical pain or confinement.

■  Calculative involvement refers to the subject’s deliberate choice to comply in expectation of a reward or in avoidance of sanctions.

■  Moral involvement is the result of agreement based on norms and values.

When plotted in a matrix, nine types of compliance emerge. The so-called congruent relations (1, 5 and 9) are found more frequently than the other six types because congruence is more effective and social units are under external and internal pressure to be effective. For example, coercive power may be the only effective power means in an organization where ‘members’ are highly alienated, but in an environment where members are committed, it is quite sure to have adverse effects.

Incongruent compliance relations do occur, however. Organizations have only limited control over the power applied and the involvement of participants. The successful exercise of power requires resources and skills, whereas involvement may depend on external factors that are beyond the control of the organization, such as religious norms and values, union memberships and personality structure.

Etzioni posted a few critical hypotheses on this theoretical groundwork:

■  Organizations tend to shift their compliance structures from incongruent to congruent types, and resist a shift away from congruence.

- The legitimacy of power is in itself not more likely to make its use more effective. However, normative power is more likely and coercive power least likely to be seen as legitimate.

- Involvement in an organization is affected both by the legitimacy of a directive and by the degree to which it frustrates needs, wishes and desires.

■  An individual’s commitment to a directive is not the same as compliance. Commitment can occur when legitimate directives are in line with internalized needs of the subordinate.

Each organizational rank has its own compliance pattern. ‘Lower’ ranks have more complicated compliance relations than higher ranks. The lower ranks are employees, workers, members, inmates, etc. These terms are the result of lower participants’ positions on three analytical dimensions:

nature of involvement, degree of subordination and performance require­ment. According to Etzioni, those participants without a high position on either of these dimensions are not, in fact, within the organization’s boundaries. Therefore, customers are not participants.

Based on his classification of compliance patterns, Etzioni concluded that there are three types of formal organizations: normative organiza­tions which people join voluntarily because they consider the goals morally worthwhile, utilitarian organizations which people join in pursuit of material rewards, and coercive organizations which people join because they are forced to.

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Porter’s five forces, Salvador Trinxet

Porter’s five forces, Salvador Trinxet

Know your activity-based costing from your value chain analysis

Book: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

Competitive analysis:

Porter’s (1998) competitive analysis identifies five fundamental competitive forces that determine the relative attractiveness of an industry: new entrants, bargaining power of buyers, bargaining power of suppliers, sub­stitute products or services, and rivalry among existing competitors. Competitive analysis leads to insight in relationships and dynamics in an industry, and allows a company or business unit to make strategic decisions regarding the best defendable and most economically attractive position.

 

When to use it

For each of the five forces, consider how well your company can compete.

1. New entrants

Are there entry barriers for new contenders?

■   The higher the importance of economies of scale, the higher the entry barrier.

■   Competing with established brands and loyalty is harder (e.g. Coca-Cola).

■   High up-front (risky) capital requirements make entry difficult.

- High switching cost for products are of great advantage to existing players.

■   Is access to distribution channels difficult or legally restricted?

- Do existing companies have scale-independent cost advantages (e.g. patents, licences, proprietary know-how, favourable access to raw materials, capital assets, experienced workers, subsidies)?

-A government-regulated industry could limit entry by requiring operating licences (e.g. UMTS wireless communication).

-Low expected retaliation by existing players makes entry easier for newcomers.

-The concept of ‘entry deterring price’: the bigger the margin, the more new entrants

2.Substitutes

How easily can your product or service be substituted with another type of product or service? For example, the bus is a substitute for the train. Porter argues that a substitute is particularly threatening if it represents a significant improvement in the price/performance trade-off.

3.Buyer’s bargaining power

To what extent can buyers bargain?

- When buyers buy in large volumes, they are more likely to command better prices. For example, large grocery retailers pay lower wholesale prices than small stores.

-The larger the fraction of costs represented by purchasing price, the harder buyers will bargain.

-Undifferentiated products make it easier to play suppliers against each other.

- Low switching costs increase buyer power.

-Low profit buyers will be tough negotiators.

-Potential ‘do-it-ourselves’ or backwards integration are strong bargaining levers. Partial in-house producing or ‘tapered integration’ not only is a strong bargaining instrument, it also gives better understanding of a supplier’s actual costs!

- The less the buyer’s performance is affected by the product, the more price sensitive the buyer.

- The more information a buyer has, the better his bargaining.

4. Supplier’s command of industry

Suppliers can have a significant impact on the industry’s profitability and margin distribution, depending on several levers. Competitive forces from suppliers mirror those of buyers:

■   A few suppliers selling to relatively more buyers will be able to have a bigger say.

■   The absence of substitutes increases supplier power as buyers have little choice.

■  Suppliers with alternative customers, industries and channels have more power.

■  The supplier’s product is indispensable or of great value to your company.

■  Switching suppliers will incur high expenses or rapidly depreciate your company’s assets.

■  Suppliers may integrate forwards by producing for and selling to your customers.

 

5. Existing competitors

Last, but not least, rivalry among existing competitors leads to tactics such as aggressive pricing and promotion, battles for customers or chan­nels, increased service levels, etc. If moves and countermoves escalate (e.g. price wars), all industry rivals may end up losing. However, advertis­ing battles may enhance differentiation in the industry for the benefit of all. Although rivalry and its intensity change as the industry furthers its marketing and technologies, the following are indicators of competitive threat from existing industry rivals:

■  many and/or equally balanced competitors;

■  slow industry growth, leading to focus over dividing, as opposed to growing the industry;

■  high fixed cost and asset bases making rivals compete to turn stock and fill capacity;

■  products perceived as commodity and imposing low switching cost on the buyer, a combination that causes shopping for price;

■  large capacity increments only, causing major ups and downs in capacity discrepancies and, consequently, price (e.g. in chemical industries and semi-conductors);

■  diversity of competitors and their strategies, making it difficult to anticipate competitive moves;

■  high stakes, for example, to get a customer base in cellular communication or sales on the Internet;

■  high exit barriers, for economic, strategic, emotional, or legal reasons. Major exit barriers are specialized assets that are difficult to sell, fixed cost of exit (e.g. labour agreements, settlement costs), and strategic importance of activities or brands for the corporation or its partners.

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Salvador Trinxet, organizational effectiveness

Competing values of organizational effectiveness

Book: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

Do organizational researchers share an implicit theoretical framework as regards organizational effectiveness? In a two-stage study, Quinn and Rohrbaugh (1983) empanelled organizational theorists and researchers to make judgments about the similarity of commonly used effectiveness criteria. The authors started with a carefully chosen list of indices of orga­nizational effectiveness. Using the panel members’ paired comparison ratings, they produced a pool of fundamental cognitive dimensions with the individual judgments of relative similarity or dissimilarity.

The result of the study was a multidimensional scaling or spatial model with three dimensions:

■  internal versus external organizational focus

■  flexibility versus stability of the organization

■  process (means) versus goals (ends) orientation.

These three dimensions reflect some key topics of debate in the manage­ment and research of organizations.

The first dimension, internal versus external organizational focus, rep­resents a basic organizational dilemma, in which at one end of the scale the organization is viewed as a socio-technical entity, and at the other as a logically designed tool to accomplish business goals.

Flexibility versus stability is another basic organizational dilemma. Order and control do not mix well with innovation and change. Many social theorists have (successfully) argued for authority, structure, and co­ordination, while others have found wide support for individual initiative and organizational adaptability.

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Salvador Trinxet, organizational effectiveness

The chaos model, Salvador Trinxet Llorca

The chaos model, Salvador Trinxet Llorca

Book: Key management models

Chaos is an essential stage in any fundamental change process that leads to self-organization. In fact, argues Zuijderhoudt (1990, 1992, 2000), trying to prevent chaos is damaging to an organization’s ability to move up to a higher level of independence and dynamic self-organization. The process of dynamic self-organization is illustrated in the chaos model.

Under normal circumstances, an organization finds itself in a relatively stable situation of ‘manageable’ development. Then comes a more dynamic period, in which agents of innovation and change cause fluctua­tions in the organization’s ability to cope with internal and external developments: certain (groups of) people in the organization fail to catch up in the change process and/or disagree with the changes, the rationale behind the changes, or the messenger of the changes. The crucial point of entry into chaos is when the decision is made to not try to control the process anymore, but instead to allow the organization to try to find its own solution.

Assuming that the organization manages to emerge from the chaos, there are three possibilities:

- The organization returns to its old order as the need for change declines and preferential fluctuations dwindle.

- A new ‘germ’ or ‘core’ buds and is supported by a large enough coalition, creating a new ‘synergy’.

- Regression: the organization fails to find a solution and returns to its old ways and/or disintegrates.

Many organizations are able to remain temporarily in a state of ongoing preferential fluctuations and chaos, consuming large amounts of organi­zational energy.

Book: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

Isbn:-10: 0-273-66201-5

Isbn-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times

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Salvador Trinxet Llorca – Secreto Profesional


Salvador Trinxet Llorca – Secreto Profesional

 

Periodistas, Médicos y Abogados

 

El secreto profesional es la obligación, el deber y el compromiso legal que tienen ciertas profesiones de salvaguardar en secreto la información que han recibido de sus clientes. Este es mantenido incluso durante un juicio. Entre estos profesionales, cabe mencionar como casos más típicos el abogado, el médico, el informático, el psicólogo, el periodista, el asesor fiscal, las compañías de seguro o el trabajador social.

 

¿Cómo definiría el secreto profesional de los periodistas?

 

Salvador Trinxet Llorca –  Según Ernesto Villanueva el secreto profesional del periodista puede definirse como el derecho o el deber que tienen los periodistas a negarse a revelar la identidad de sus fuentes informativas, a su empresa, a terceros, y a las autoridades y a las autoridades administrativas y judiciales. Para Luka Brajnovic es el deber y el derecho moral del periodista de no revelar nada que en sí mismo deba ser considerado como secreto o que se constituye en secreto a causa de la palabra empeñada del periodista de no descubrir la fuente de las informaciones recibidas en confianza. El Consejo de Europa de 1974 lo define como el derecho del periodista a negarse a revelar la identidad del autor de la información, a su empresa, a terceros, y a las autoridades públicas y judiciales.

 

¿Cuál es la diferencia del secreto profesional del periodista con otros secretos profesionales?

Salvador Trinxet – Pérez Royo Javier nos dice que la diferencia más significativa del secreto profesional de los periodistas con respecto a otros secretos profesionales como puede ser el del abogado, el médico o el cura, radica en el hecho de que mientras en estos casos la información proporcionada es lo que debe guardarse en secreto, en el caso de los periodistas la información transmitida es destinada a darse a conocer públicamente. El secreto del periodista no recae en la información proporcionada sino en el anonimato de la fuente de donde proviene.

 

¿Cuáles son los baches del secreto profesional del periodista?

Salvador Trinxet – Mediatico.com nos habla de algunos casos donde las informaciones pueden ser interceptadas por ley. También se debería regular los registros judiciales en las sedes de los periódicos o en los domicilios particulares de los periodistas. La ley también debería determinar si el secreto profesional exime o no a los periodistas de la obligación que tiene toda persona a denunciar algún delito, ya que la no denuncia también es delito.

 

¿Cómo procede el secreto profesional del médico?

Salvador Trinxet – Jorge Florentino nos comenta sobre la evolución de este concepto, Los médicos en la atención cotidiana de sus pacientes, acceden a través de la anamnesis, examen físico y estudios complementarios al conocimiento de datos y circunstancias que adquieren carácter de confidencialidad, y están obligados a mantenerlos en el más absoluto hermetismo. El secreto médico es una tradición en la profesión médica y una variedad de secreto común a todos los profesionales. Parece ser que su origen, está vinculado con los asclepíades (casta de sacerdotes relacionados con la sanación de los enfermos) y su trascendencia fue tan importante que el Juramento Hipocrático hace una clara referencia a la discreción que debían mantener los médicos en el ejercicio de su ciencia y su arte.

¿El secreto médico se establece mediante una relación de confianza o este último concepto es irrelevante?

Salvador Trinxet – Haya o no relación o cercanía establecida, el médico debe ser guardián de lo expuesto. Gonzalo Herranz explica en una publicación que la relación médico/enfermo se establece sobre una base de mutua confianza. Tiene como fundamento el respeto al paciente por parte del médico, y se orienta primariamente a recuperar o mantener la salud del enfermo. Parte de ese respeto lo constituye la obligación de guardar silencio acerca de aquellas cosas que el paciente comunica al médico sobre su peculiar situación de debilidad. El médico debe guardar secreto de todo lo que el enfermo le relate, por la misma naturaleza de las cosas que se le confían, por la finalidad específica con la que esas cosas se le revelan, y por su compromiso tácito muchas veces.

¿Cuándo considera debe ser derogado el secreto profesional del médico?

Salvador Trinxet – El mismo autor mencionado anteriormente nos señala que el secreto médico puede ser derogado sólo cuando está en juego un bien mayor, como pueda ser la salud de otras personas (enfermedades infecciosas, por ejemplo), u otros bienes sociales de superior categoría (procesos legales con inculpación de inocentes, etc.). En estos casos, y solamente en éstos, el médico puede revelar lo estrictamente preciso para atender a esa finalidad prevalente.

¿Qué es el secreto profesional del abogado?

Salvador Trinxet – Según Azerrad, Marcos E; el secreto profesional del abogado constituye un deber y, a la vez, un derecho. Encuentra su fundamento en el principio de la inviolabilidad de la persona humana, de su intimidad y en la vida privada. Es, pues, el andamiaje necesario e indispensable de la libertad de expresión y comunicación que debe existir entre el abogado defensor y el justiciable.

¿Qué implica esta reserva o silencio por parte del abogado?

Salvador Trinxet – El mencionado autor Azerrad explica que la reserva o silencio implica un imperativo insoslayable de carácter moral, ético y legal de observancia rigurosa y estricta del secreto confiado. Es de su esencia. El mejor secreto confiado es aquel que no se dice a nadie; pertenece a la categoría de los derechos humanos básicos y esenciales, y así ha sido reconocido expresamente por pactos y convenciones internacionales, como también en innumerables congresos nacionales y de la abogacía de todo el mundo, entre los cuales citamos tanto los realizados porla Federación Argentina de Colegios de Abogados (FACA),la Unión Internacional de Abogados (UIA),la Unión Iberoamericana de Colegios de Abogados (UIBA), yla Federación Internacional de Abogados (FIA), como los encuentros regionales efectuados por la abogacía del Mercosur (Coadem), entre otros.

¿El secreto profesional del abogado sirve como instrumento de defensa?

Salvador Trinxet – El libro Ética y Secreto Profesional del Abogado nos dice que el secreto profesional es un mecanismo esencial e insustituible dela Justicia y el Estado de Derecho. Constituye un pilar básico y forzoso del derecho de defensa, y requiere para su pleno ejercicio la existencia de abogados libres e independientes, sin ninguna sujeción o subordinación jerárquica tanto de los poderes públicos como privados. El Estado de Derecho y la función social de la abogacía están obligados a impulsar y propiciar mecanismos que generen la absoluta y suficiente confianza de cualquier persona hacia su abogado defensor, habida cuenta de que allí se encuentran en juego elementales principios y garantías fundamentales protegidos porla Declaración Universal de Derechos Humanos del 10 de diciembre de 1948.