Estrategias para corregir los factores del clima organizacional que influyen en el servicio al cliente en el Laboratorio Total Quality Control en la ciudad de Bucaramanga

Abstract

The purpose of this work was to know the organizational climate of the Quality Control Laboratory, of the city of Bucaramanga, and to develop strategies that contribute to correct the problems presented, which therefore affect the growth of the laboratory as a company, decreasing its profitability and losing importance in the health sector market, of which it is part. It took as reference the population of employees of the Laboratory, which amount to a total of 26 employees and 149 clients attending the Laboratory, to make use of its services. The IMCOC method (Instrument to measure Organizational Climate in Colombia) was used, which consists of 45 questions, which includes seven variables, which were the basis for knowing the problems found: Objectives, Cooperation, Leadership, Decision Making, Interpersonal Relations, Motivation , Control; It was applied to 100% of employees. Seven qualification criteria were used: 7: Excellent, 6: Very Good, 5: Good (4), Regular: 3: Bad (2), 2: Very Bad (1), and 1: Zero (o), to define the type of organizational climate the laboratory has and the management system. In turn, the previous qualification is grouped into a favorable organizational climate: 7, 6, 5 (they are positive), Neutral organizational climate: 4 (neutral), Unfavorable organizational climate: 3, 2, 1 (they are negative). Regarding the instrument applied to customers, the variables were studied: customer service, kindness and respect in the reception of samples and exams, timely delivery of results and reports, reliability of results and reports, convenience in service and suggestions. This information yielded the situation of the Laboratory by variables, concluding that the climate presented by the laboratory is acceptable and requires improvements in communication and information channels, in the formation of work groups to formulate proposals, in group integration programs inside and outside of the Laboratory and in the rapid delivery of results and reports. At the same time, the variables: Objectives, Cooperation, Interpersonal Relations, Motivation and Control, allow to affirm that the administrative management system of the Laboratory corresponds to Type IV: group participation; According to the variable Leadership, the organizational climate has Type III and IV systems: Consultative and group participation and with the variable Decision making: management System II: Paternalistic Authoritarianism. In general, the management system corresponds to the Group Participation Type. This led to the formulation of the action plan, based on the MEFI matrix, setting 4 strategies and action plan.