Management systems

Managing by Objectives and Skills

Managing by objectives and skills is a structured management model that enables the Board of Directors and the General Management to run the company, which is aimed at the management team and their collaborators in two fundamental aspects for the success of the company:

• Establishing the objectives and results that would be desirable for sustaining and expanding business.

• Defining the necessary skills that the organisation and its members must have in order to achieve these results.

The first of these establishes WHAT the people in the company must do, whereas the second determines HOW they must do it.

Clearly defining the business objectives and informing those responsible and developing the key skills of the company and its people are the vehicle that guarantee the achievement of results in both short and long-term, the alignment of people with the corporate strategy and the creation of sustainable competitive advantages derived from the contribution of value through people.

Attending the singularity of each company, Management by Objectives and Skills  must be implemented in a personalised manner, starting with knowledge of the business and its strategy, of the organisational structure and its culture, of the people who form it and the management systems and processes that support the strategy.

Managing by Values

The term " Managing by Values" appeared in 1997 in the work by the Americans Ken Blanchard and Michael O'Connor of the same name.  Since then it has been considered one of the new focuses of Company Management.

Managing by Values goes further than Managing by Objectives and Skills and expand its direction to an ethical and spiritual dimension of the organisation.

Managing by Values is a strategic humanistic leadership tool for building companies governed by a balance of economic, ethical and emotional-spiritual values, turning the organisations into ideal places in which to invest capital and time.

Managing by Values is an opportunity to overcome the habitual unilateral framework and to morally commit in freedom, to give effort meaning and to produce ethical and emotional well-being.  In short, it legitimises and builds a healthy, lasting company.  We might say that it is a “process of humanistic reengineering of business values”.