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Organizational skills - Co-operative values and culture
- 2. Project No: 2017-1-IE01-KA202-025711 This project has been funded with the support of the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. 2
- 3. 3 Module 04: Organizational Skills In the last decade, even in times of crisis, co- operatives are resilient socio-economic organisations capable of providing sustainable employment and income to individuals and communities (Birchall & Hammond Ketilson, 2009; ILO, 2013)
- 4. 4 Develop and strengthen organizational skills and competencies in youth generation to improve productive efficiency and ensure success in the cooperative world. Objective of the Module
- 5. What's in this module? 5 Challenges in Cooperative Management Analytical skills for decision making Commitment and coordination for teamwork Strategic management of meetings Negotiation Conflict Resolution 1 2 3 4 5 6
- 6. Equality approach: Horizontal management, generational and gender balance. Generation of employment: Career opportunities within the cooperative. Technological Innovation. Honesty. Commitment to quality. Ability to make personal decisions. 1. Challenges in cooperative management Determinants of cooperativism:
- 7. 7 1. Challenges in cooperative management (1) Certain Trends: 1.1. Reform of the Common Agricultural Policy (CAP) 1.2. Globalization of the market 1.3. New consumer habits 1.4. Concentration of distribution
- 8. 8 1.1. Reform of the Common Agricultural Policy (CAP) It is a fundamental element in regulating and guaranteeing the sustainability of the agrifood sector. The reality today is that: • Less and less budget is allocated to Agriculture. • For the period 2021-2027 it is planned to set a maximum aid ceiling per beneficiary holding (€ 60,000). 1. Challenges in cooperative management (2)
- 9. 9 1.2. Globalization of the market: The european union is the world's leading trading power with 16.5% of world imports and exports. Free trade between its member countries is one of the principles on which it is based. In addition, the EU is committed to the liberalisation of world trade. 1. Challenges in cooperative management (3)
- 10. 10 1.3. New consumer habits The trend towards healthy eating is reflected in the rapid growth in demand for organically produced food products, which are becoming a niche market to which attention should be paid to the same extent. 1. Challenges in cooperative management (4)
- 11. 11 1.4. Concentration of distribution Fewer and fewer companies market the largest percentage of agrifood products worldwide. Co-operatives improve bargaining power and competitiveness in a more difficult and vibrant market. 1. Challenges in cooperative management (5)
- 12. 12 Analytical skills are essential to optimise production and ensure the success of the cooperative. 2. Analytical decision-making skills (1) Decision-making involves analysing the following difficulties: Uncertainty Complexity High Risk Consequences Alternatives Interpersonal problems
- 13. 13 2. Analytical decision-making skills (2) 1. Create a constructive environment 2. Generate good alternatives 3. Explore alternatives 4. Choosing the best alternative 5. Check the decision 6. Communicate the decision and take action Steps to follow for an effective decision and to ensure the success of the co-operative. … without a well-defined process, risks making decisions based on insufficient information and analysis.
- 14. 14 Ga 2. Analytical decision-making skills (3) By assuming and controlling risks, a decision can be made for an optimal solution. Risks must be assessed with objective information. Risk control:
- 15. 15 2. Analytical decision-making skills (3) Considerations for a good decision : Be enunciated in positive To be under our responsibility and within our reach Be effective Be efficient Being ecological Be framed in time
- 16. 16 3. Commitment and coordination for teamwork (1) 3.1. Commitment: Commitment is fundamental within the work team. When you are committed it is because you feel a great deal of belonging to the cooperative and when so, everyone works with pleasure, the environment improves, productivity increases and everyone becomes one team in search of a single objetive.
- 17. 17 3.2. Coordination: It is the creation of the structure to plan the resources according to the determination of classification, disposition, correlation and grouping of activities, in order to facilitate functions to the people in the organization. 3. Commitment and coordination for teamwork (2) R
- 18. 18 3. Commitment and coordination for teamwork (3) t is the work done by several individuals where each one does a part but all with a common goal. It is one of the psychological working conditions that most influences workers in a positive way because it allows for companionship. 3.3. Teamwork :
- 19. 19 3. Commitment and coordination for teamwork (4) 3.4. Advantages of teamwork: Extent of knowledge. A team has more information than any of its members separately. Diversity of opinions. Teamwork allows for different points of view when making a decision. This enriches the work and minimizes frustrations.
- 20. 20 Effective and efficient meetings will make partners and workers feel energetic and enthusiastic about their work. 4. Strategic management of meetings Clear Objective Guest selection 2. Fulfillment of a schedule Speech Time Control Start on time, finish on time Prohibit use of technology Follow-up of agreements 6. 5. 4. 3. 7. 1. Tips for effective meeting:
- 21. 21 4. Strategic management of meetings 1. Lack of preparation 2.Lack of leadership 3.No agenda 4.Lack of objectives 5.Mismanagement of time 6.Non registration of shares 7.Interruptions and calls 8.Lack of resolution 9.No subsequent planning 10.Failure to adequately follow up 10 reasons for the failure of an effective meeting:
- 22. 22 5. Negotiation (1) Negotiation is a process and technique by which two or more parties build an agreement, usually expressed in verbal proposals. For example, when they meet to establish a contract, buy or sell any product or service, resolve deficiencies, agree on work plans, etc. 5.1. Defining Negotiation:
- 23. 23 5. Negotiation (2) 5.2. Types of negotiations: 1. According to the people involved. 2. According to the participation of the interested parties. 3. According to the issues being negotiated. 4. According to the human climate. 5. According to the triggering factors. 6. According to the communication channel. 7. According to the mode of negotiation.
- 24. 24 5. Negotiation (3) 5.3. Necessary Negotiation Skills: 1. Interpersonal relationship skills. 2. Knowledge of your own business. 3. Negotiator's Technology I
- 25. 25 5. Negociation (4) 5.3. Tips for Successful Negotiations: 1. Negotiation is not a competition. A better deal can be found for both parties. 2. It has more power than you think. Look for the limits of your opponent's power. 3. Never decide at any point unless you are prepared to do so. 4. Never be afraid to negotiate, no matter how big the differences. 5. Don't talk. Listen without criticizing. 6. Don't feel limited by position or authority. Once you do your homework, you must be willing to face them. 7. Set higher goals. Be prepared to take risks. Also be prepared to work hard and be patient. 8. Try your opponent. Never know what he will be willing to give up.
- 26. 26 6. Conflict resolution (1) Conflict resolution is the use of a set of knowledge and skills to ensure that a conflict is resolved correctly and effectively. Resolving conflicts motivates a truly productive change that achieves an appreciable improvement in understanding among members of a team. 6.1. Defining Conflict Resolution :
- 27. 27 Communication problems Search for power Dissatisfaction with leadership style Weak leadership Lack of open-mindedness to other options Changes in organizational structure Distrust 6. Conflict resolution (1) 6.2. Possible reasons for the conflict :
- 28. 28 Separate people from conflict: Separate the relationship of people from the substantial, directly facing the problem. Concentrate on interests and not on positions. Devising mutually beneficial solutions (win- win): expanding options rather than looking for a single answer. Use objective criteria. 6. Conflict resolution (1) 6.3. Strategies for dealing with conflict:
- 29. 29 6.4. Steps to conflict resolution: Set the scene: Those involved understand that conflict is already a common problem. Gather information: Gather opinion from others. Negotiate the solution: One option is the win-win technique. 6. Conflict resolution (2) V
- 30. Thank you!
Hinweis der Redaktion
- The characteristic of a resilient socio-economic organisation of a co-operative must be supported by organisational skills as these are essential in the working environment and are the key to success in the world of productive and commercial development. Some of the main skills to consider are leadership, analytical skills, assertiveness, delegation skills and commitment to the common goal, among others. When these skills are an essential part of all members and employees of the cooperative, the achievement of smart goals becomes much easier.
- In order to develop organisational skills in a detailed manner, it is essential to take into account the determining factors of cooperativism, in coherence with the objectives of the LEADFARM project.
- The proposal to amend the CAP for the period 2021 - 2027 stipulates that all support measures must be included in national strategic plans drawn up by each Member State in order to meet the objectives set by the European Commission itself. Therefore, this aid would have a finalist component and its granting would be linked or justified to the fulfilment of certain objectives. Member States will have to put in place a compulsory advisory system for farmers.
- World Trade Organization rules help ensure that trade agreements and obligations between countries are open and fair. We are in a globalized world, so it is important to have size or cooperation mechanisms in order to have an internationalization strategy. Not all large food companies operate in all sectors and geographical areas, generating market niches and business opportunities.
- There is a tendency for the average European to want to eat special things, dress his neighbours differently, have art or at least genuine craftsmanship. This circumstance gives rise to an opportunity that can be taken advantage of in terms of exploiting niches that are very appropriate for cooperatives, since it is a question of offering products that are particularised for very specific groups.
- Equally important is the importance of brands: distribution brands, together with the leading brand in the category, account for 80% of sales. In order to improve competitiveness, cooperatives provide services such as training and information for their members, the introduction of new technologies and the dissemination of knowledge that improve the productive efficiency of the exploitation and marketing of their products.
- In order to determine the appropriate course of action for any matter in the co-operative, a member or worker must be able to analyse the situation in an appropriate way. Good analytical skills allow you to think for yourself and that can speed up production. If there is an intention to encourage employees with the authority to make decisions for themselves, the right analytical skills need to be promoted and strengthened.
- Step 1: Create a constructive environment Set the objective Agree on the process Involve the right people Allow opinions to be heard Make sure you're asking the right question Use the tools of creativity from the beginning Step 2: Generate good alternatives. This step is critical to making an effective decision; the more good options you consider, the broader your final decision will be. These alternatives arise from the generation of ideas, taking into account different perspectives and organizing the ideas. Step 3: Explore Alternatives When you are satisfied that you have a good selection of realistic alternatives, you will need to assess the feasibility, risks and implications of each alternative option. Validation will then allow you to determine whether the solution matches the proposed objectives and whether resources are sufficient for implementation. Step 4: Choose the best alternative After you have evaluated the alternatives, the next step is to choose between them. Step 5: Check your decision This is where you look at the decision you are about to make objectively to make sure your process has been meticulous and to make sure that no mistakes have been dragged into the decision-making process. Step 6: Communicate your decision and move on to execution Once you have made your decision, it is important to explain it to those affected by it and to those involved in implementing it. Talk about why you chose that alternative. The more information you provide about the projected risks and benefits, the greater the likelihood that people will support the decision.
- And if, in addition, we have time to develop and evaluate it, we will seek objective information that is both favourable and unfavourable. We will be motivated to investigate the risk of the action, analysing it and modifying it if necessary. This is the right attitude to adopt.
- REQUIREMENTS OF A WELL-PUBLICIZED DECISION Be stated in positive. For example: "lower the selling price of the raw material", change to "monitor the economic profitability of the business" To be under our responsibility and within our reach. Be effective. It must achieve the expected results and solve the problem. To be efficient. Achieve results at the lowest cost and in the shortest time. To be ecological. Free of undesirable effects for us, for our team, for our clients, etc. You must identify and engage the people who will carry it out, you must take into account the system you are in and decide as part of this system. Be framed in time, with date of attainment.
- The ability to commit becomes an organisational ability when applied to finding middle ground in the important affairs of the co-operative. It is important that managers and members know how to negotiate commitment and it is equally important that employees understand the value of the commitment. Flexibility within an organization makes the company better equipped to handle market changes and adapt to new business models that may be proposed by the management team.
- Aspects of coordination in the co-operative include agendas, resource allocation and project analysis to determine the need for new resources. It is of utmost importance that an organization learns how to coordinate its efforts to facilitate the efficient use of resources and remain competitive in the marketplace. This means coordinating people, equipment, materials and vendors.
- Seven tips for an effective meeting: 1. Clear objective. The meeting must have a specific, defined purpose. What am I looking to achieve? Are you alerting people to a change in management or a change in strategy? Are you looking for other people's opinion on a problem facing the company? Are you looking to come to a decision on a particular issue? Permanent meetings with vague purposes, such as "status updates," are rarely a good use of time. 2. Guest selection. When calling a meeting, take time to think about who really needs to be present. If you are announcing a change, invite the people affected by the announcement. If you are trying to solve a problem, invite people who will be good sources of information for a solution. 3. Fulfillment of a schedule. Create an agenda with everything you plan to cover in the meeting, along with a timeline that allocates a certain number of minutes to each topic, and communicate to people in advance. Once you are in the meeting, place that agenda on a screen or whiteboard for others to see. This keeps people focused. 4. Speech time control. Nothing derails a meeting faster than a person who speaks more than he or she is entitled to. If you notice a person monopolizing the conversation, let them know. Say, "We appreciate your contributions, but now we need the opinion of others before making a decision. Make it public. Establishing ground rules early will create a framework for your group's functioning. 5. Start on time, finish on time. Meetings should start and end on time. People appreciate when they understand that their time is valuable. Do not schedule any meeting to last longer than an hour, sixty minutes is usually the longest time that workers can really stay engaged. 6. Prohibit the use of technology. The use of mobile phones or other technological devices will not allow you to concentrate on or contribute to the meeting. Instead, they will be sending emails, surfing the web or simply playing with your technology. "Eyes up here, please" 7. Follow up. To reduce the risk of very different interpretations of what happened, communicate by email what was achieved to all those who attended within 24 hours of the meeting. Document assigned responsibilities, delegated tasks, and assigned deadlines.
- Negotiation is a process and a technique by which two or more parties build an agreement. The parties begin by discussing the issue in which they have an interest, which generates a variety of feelings between them. The motives that assist each negotiator generate in them behaviors that are often expressed in verbal proposals. This exchange makes the parties develop intense desires to control the issue that concerns them.
- According to the people involved. Negotiations can take place between individuals, between individuals and groups, or between groups. As more people become involved, the process becomes more complex as more interests, points of view, behaviors, behaviors, expectations and levels of satisfaction come into play, which generates countless differences and demands greater preparation of the process. According to stakeholder participation. They can be classified into direct and indirect negotiations (through mediators, arbitrators, lawyers, etc.). In the first case, the process is generally more expeditious and dynamic, while in the second case, the process may be delayed and, which may be more dangerous, complicated by the lack of communication between the parties due to the entry of intermediaries. According to matters that are negotiated The matters to be negotiated can be commercial, technical, personal or even affective. In each case it is essential to have an adequate knowledge of the object of the negotiation, as well as to create the propitious environment to achieve the desired effect. According to the human climate Negotiations can be friendly or controversial, as well as open and honest or manipulated. Friendly, open and honest negotiations are much easier than the other extreme. According to the triggers Negotiations can be classified as: free negotiations (between buyers and sellers); forced, when a specific event provokes negotiation; moral or affective, when the cause of the negotiating process has to do with behaviors, attitudes or values; and legal, when the cause of the negotiation is a specific judicial demand. According to communication channel They can be classified face-to-face, by telephone or on the basis of representatives. The fundamental difference between them lies in the degree to which the communication process between the parties flows. Depending on the mode of negotiation They can be classified into competitive negotiations and cooperative negotiations. Within the same negotiation these modes can be presented. The understanding of these modes and their appropriate combination in the process can help in the negotiation process.
- 1. Interpersonal relationship skills nterpersonal relationship skills Negotiations should not be a debate; the purpose of the negotiator should be to influence, persuade and convince the opposing party. To this end, it is essential that the negotiator equips himself with a methodology that allows him to know and show his strengths, not to show weaknesses, to know the other party and its needs, to generate trust, to know how to listen, to communicate and to generate a climate of cooperation. The ability to persuade and to discuss in a profitable way is fundamental. 2. Knowledge of your own business. The negotiator should have as much information as possible about the subject matter of the negotiation, market-related information, knowledge about the competitive structure of the sector, knowledge about government policies, environmental factors and regulations, financial and legal aspects that may affect what is being negotiated. 3. Negotiator's Technology Refers to the mastery of negotiation processes and techniques. It implies the knowledge and application of a methodology that allows the negotiator to: plan, execute and control the negotiation within a logical and predetermined sequence; use attractive strategies to sensitize the other party; develop the ability to make concessions and overcome obstacles. Negotiation cannot be pigeonholed in a single model.
- Interests: It is the essence of the conflict (desires, concerns, emotions, etc.). It is what the parties want. Answer the question: Why do you say it? Positions: It constitutes the requirements, demands, demands. It answers the question: What does it say?
- Set the scene Everyone involved in the conflict must understand that since it is a common problem, it must be resolved through discussion and negotiation, and that neither confrontation nor aggression are viable solutions. Gathering information Ask for the opinion of others stressing how important it will be for everyone, counting on it. For this step to be effective, you must put aside personal feelings and listen to each proposal with empathy (putting yourself in the shoes of the proponent). The third step often seems obvious, but it is not at all, all involved must agree on the problem. They must understand and accept that it exists and that it must be solved. From there any idea that tends to solve it should be welcomed. The fourth step is precisely the compilation of possible solutions. At this stage we advise you to be open, fair and balanced and do not reject any idea outright, since it is possible that the best proposal comes from those who least expect it and bear in mind that the more each individual is involved in resolving the conflict, the more effective will be the resolution that is taken. Negotiate the solution At this point, the conflict may already be resolved if the parties have reached an agreement on the understanding of their respective positions. But if not, one option you have is to use the win-win technique in order to arrive at a solution that is expected to work for everyone involved. Remember that to be fluent in accepting and shuffling different opinions and positions with respect, openness and effectiveness can be a great help to everyone's growth and a fundamental step towards personal and group success in the workplace.