Estrategias para fortalecer la apropiación de una cultura organizacional orientada a los Sistemas de Gestión en la Supersalud

Abstract

The strategic vision of the organizational culture to be experienced collectively in organizations must generate transversal synergies in the context of the organization, contributing to the adherence, awareness, sense of belonging and acceptance of its members in a voluntary consensual manner.

Supersalud has designed, developed and put into operation since 2012, seven management subsystems geared in the Integrated Management System -SIG-, composed of 7 subsystems: Quality (ISO 9001: 2015), Safety and Health at work ( OSHAS 18001:2007, currently ISO 45001:2018), environmental (ISO 14001:2015) Document management (ISO 30300:2011- ISO 30301:2011), Social Responsibility (ISO 26000:2010), Internal Control System (Law 87 of 1993) and Information Security (ISO 27001:2005), as management methods that contribute to the management, operation, monitoring, evaluation of institutional performance. The Entity has not forged an organizational culture in the management systems with a process of incorporating adequate management models, which molds the behaviors and habits rooted in the people that comprise it and guides them to a consensual and voluntary appropriation of the Management Systems. management. Support for this is perceived in the fact that until 2020, the integration of a single policy of the Integrated Management System was lacking, as well as the lack of interaction between the particular constitutive processes, structures and procedures. In addition to the above, there is a lack of solid and sustainable foundations that allow the internalization and maintenance of knowledge and it may be due to the fact that the power that people exercise over the implementation of management systems has not been given relevance. through their empowerment, interpretation, self-regulation, commitment and action before awareness to influence the shared vision of the precepts and objectives outlined in the strategic platform and in the methodology that manages changes in a harmonious way, generating an organizational culture that incorporate and appropriate management systems as a habit and lifestyle, encouraging the alignment of individual, social and organizational needs. The organizational culture has not been adequately worked on.

The purpose of this research is to support with the critical analysis of the researchers that the model of Cameron and Quinn (1999), which applies the organizational culture questionnaire designed and statistically validated by Cameron and Quinn (1999), called the Organizational Cultural Assessment Instrument (OCAI), methodology based on the Values ​​by Competence model, is relevant to identify the type or types of predominant subculture in Superhealth that will favor the appropriation of the context of Management Systems. To measure organizational culture, the Competing Values ​​Framework model by Cameron and Quinn (2006) is one of the most referenced and validated cultural models in the national and international literature, offering diagnostic and cultural change advantages such as: it is practical, it is timely , it is inclusive, it is quantitative and qualitative, it is manageable and it is valid. It has the general purpose of diagnosing and facilitating the change of the culture of a particular organization, identifying the types of dominant cultures (Chuc, 2017).

Some meanings of organizational culture were examined, as well as several models to diagnose, measure and evaluate organizational culture and its incidence in the implementation of the Management Systems of the National Superintendence of Health -Supersalud.

It was proposed to work on the hypothesis "The organizational culture influences the appropriation and internalization of a management system".

The research aims to propose the promotional attributes that will be experienced in the strategies of appropriation of the organizational culture towards the management systems, which will contribute with the strategies implemented on the business, management, monitoring, control and maintenance of good practices, that strengthen the transmission of public value to the staff, users and interested parties of the services that Superhealth satisfies, providing satisfaction and confidence to the interest groups.

Based on the proposed hypothesis, linked to the way of being, thinking and feeling of the officials, it is intended to generate interest in the design and application of strategies that allow an organizational culture to be appropriated towards the management systems, and the officials to live them, practice and implement them.

The results of this research are a source for making decisions and identifying aspects for improvement, and their analysis will allow the detection of knowledge gaps, strengths, areas of opportunity and weaknesses (knowledge and skills). Research shows that organizational culture is a constructive, dynamic and key factor in the implementation of any management system.

In this sense, the research included a first phase in which an exploratory systematic review of the bibliography was carried out concerning the definitions and essential ideas about the transformation, maintenance and diagnosis of the organizational culture, considering the description and juxtaposition of the information extracted. as a comparative structure based on the technical standards ISO 9000 and ISO 9001, academic documents and various authors that allowed the analysis, identification and classification of the most significant dimensions related to organizational culture and that present in the changing environment affect its adaptation and integration. The comparative study concentrated and aligned the different theoretical references analyzed and related, with the principles of quality, resulting in the synthesis of the dimensions that require greater intervention and that can be incorporated into the organizational culture.

In the second phase, taking into account some principles of Quality, and the dimensions and strategic criteria that the OCAI instrument of the Cameron and Quinn model structures to diagnose the organizational culture, the dominant cultures oriented to the Quality Management System were identified. Supersalud, applying the qualitative and descriptive methodology, with a stratified random sampling and a survey of officials with knowledge in management systems. To finally propose the strategies of appropriation of the organizational culture towards the Superhealth management systems.