e-Learning Program: The ABC of Gender Equality in the Workplace

Module 2: LANDING OF THE GENDER

PERSPECTIVE IN THE MANAGEMENT OF
ORGANIZATIONS Unit 4:
Organizations, Business Environment and
Management Systems

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© Copyright 2014
United Nations Development Programme

This publication is part of E-Learning for Regional

Advisors on gender equality in companies and
organisations in the regional project, “Companies
for Gender Equality” of the Regional Bureau for
Latin America and the Caribbean of the United
Nations Development Programme (UNDP),
supported by UNDP/Spain Trust Fund “Towards
comprehensive and inclusive development in Latin
America and the Caribbean”.

Thanks for all the contributions by representatives

of government institutions that are involved in the
Gender Equality Seal Community.

Authors: Marisa Acosta and Sara Silveira

Coordinator: Guillermina Martin

Revision: 2016

Note: The opinions expressed in this document do

not necessarily reflect those of the United Nations
Development Programme, their Board of Directors,
or those of their Member States.

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MODULE 2 - LANDING OF THE GENDER PERSPECTIVE IN THE
MANAGEMENT OF ORGANIZATIONS
Evolution of conceptual and international normative
frameworks for the promotion of gender equality in the
workplace and intervention methodologies in their Objective: Apply critical gender
analysis of social and labour
environment through management systems for gender
relations, organizations, the
equality business environment, and
Management Systems, as well as
This module, integrated by units 3 and 4, aims to inform methodologies and strategies to
students of the conceptual evolution of gender theory applied combat inequities in gender and
to organizations, and the main international regulatory close the gender gaps.
frameworks that mandate the countries of the Latin American
region with Gender Equality in the workplace. We will also
work on the importance of the management of Gender
Equality in organizations as a factor of innovation and business
success, taking into account the analysis of the environment and the new approaches to organizational
management.

During the lessons we recommend you dive into Latina America Gender

http://americalatinagenera.org/newsite/index.php/es/

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UNIT 4 - ORGANIZATIONS, ENTREPRENEURIAL ENVIRONMENT AND
MANAGEMENT SYSTEMS
Analysis from a systemic and gender approach of organizations, the business environment
and management systems, with an emphasis on quality and people by competencies with a
gender perspective.

Objectives: Apply a systematic and gender approach in organizational analysis, the business
environment and the current conceptions of Corporate Social Responsibility, Sustainability
and Fair Trade.

Master the criteria, procedures and tools of the Management Systems, with special attention
to those of quality management and people by competences from a gender perspective.

Management of
Gender and Business CSR, What is a People by
Organizations Environment Sustainability, Management Competencies and
Fair Trade System? Gender

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GENDER EQUALITY AND ORGANIZATIONS
So far, we have known the significance of the Gender Perspective implications, both in general
terms and in particular in the workplace; we have taken a historical tour of the process of social
construction of inequalities between women and men and we have analyzed the evolution of
national and international regulations in this area. In this unit we will focus on organizations,
based on the idea that they are not isolated entities, but on the contrary, they are living
systems, complex and in permanent processes of change. As such, they have a high incidence in
the environment and in turn are affected by it in their ways, processes and practices.

Therefore, organizations are not gender-neutral, but instead gender relations determine their
configuration: their structure, their processes and procedures, their systems, their infrastructure
and also individual and collective behaviour. They determine in turn the organizational culture,
beliefs, practices and shared values and what is considered legitimate and normal because, the
organizational culture is a constitutive part of the frame of reference where the people that
make it up interact.

Also, and previously (UD 2- Gender Equality in the Workplace), it was highlighted that these
issues are inscribed in a "scenario of intersections and crosslinks" between the adoption of the
Gender Perspective as a methodology for analyzing social relations and transformations in the
paradigms of development, work, well-being and equality, which can only be understood and
addressed from a systemic approach, which makes visible and addresses the mutually
modifying relationships between all these areas.

From this frame of reference, this UD seeks to establish the guidelines that allow for an
adequate organizational diagnosis, focusing both on the company's or organization’s, and on its
relationship with the "outside" (its environment) to identify actors and factors that may favour
or stop the implementation of change processes aimed at closing gender inequality gaps, as
well as detecting and expanding the actions that are developed for it.

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 See the Gender Inequalities in Organizations document found in
the Reading Route.

If you want a more egalitarian, sustainable and just society, you need to put the pressure on
organizations, on public and private companies, large, medium and small from the point of view
of the gender perspective, more particularly with a "gender microscope" or with "gender
lenses". For this we have several tools that are foundational bases that fed the construction of
Gender Equality Management Systems (GEMS).

A brief breakthrough on GEMS and Equality Seals

A Gender Equality Management System (GEMS) is a set of procedures and organizational

management practices aimed at transforming the management of human talent and
organizational processes, to ensure a greater degree of equal opportunities, treatment and
results among workers. It is a formal system that documents the processes, procedures and
responsibilities to advance towards gender equality within an organization.

The ultimate goal of the GEMS is to develop a corporate strategy that incorporates gender
equality as an element that contributes simultaneously to productivity and competitiveness, to
the improvement of the working environment, to the generation of decent working conditions,
and to respect of the rights and development of women and men.

Using the gender perspective in organizational management means transforming the

organizational culture, policies and procedures, as well as eliminating formal and informal
discriminatory practices. That is why the GEMS seek to reduce and/or eliminate gender gaps,

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through the implementation of a wide range of measures of equal opportunities, affirmative
actions and mainstreaming of the gender perspective. These systems ensure that the entire
personnel management strategy is guided in an integral manner by the criterion of gender
equality, and that the actions taken to promote equality and reduce gender gaps are not
isolated and timely efforts. A business strategy that incorporates gender equality is possible so
long as it is understood as a fundamental strategy to achieve "good business".

By committing to the application of a system of this nature, companies and organizations

introduce measures aimed at:
a) removing the institutionalized discrimination, direct and indirect, that places workers
in disadvantaged places,

b) take into account the needs and compensate the groups in conditions of greater
vulnerability within the organization, and

c) guarantee more equitable criteria for the assessment of tasks, which progressively
contribute to the eradication of androcentric practices, that is, those that take as an
ideal model the male worker discharged of care responsibilities.

The GEMS is based on the PDVA cycle (Plan, Do, Verify and Act), focused on continuous
improvement. First recognises the opportunities for improvement through an Organizational
Diagnosis with a Gender Perspective; then plans the changes through the formulation of a
Gender Equality Policy and an Action Plan to close gender gaps; then execute it and test the
changes according to the Action Plan; and at the end it evaluates the level of compliance with
the established requirements, reviews, analyzes the results and systematizes the learning, so
that they can provide feedback on the process of continuous improvement. The launch and
implementation of the GEMS leads to the recognition of the Gender Equality Seal, whose
maintenance depends on taking actions to plan new improvements.

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Cycle of the Gender Equality Management System

Source: UNDP (2016).

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Led by the United Nations Development Programme (UNDP), the Gender Equality Seal for
Public and Private Enterprises (GES) is a collective effort involving national governments, the
private sector and civil society to establish and achieve standards of equality between
women and men in organizations. Participating companies that successfully complete the
Certification Programme receive the Gender Equality Seal - a symbol that recognizes gender
equality in the workplace.

With the adoption of the 2030 Agenda for Sustainable Development, the Certification
Programme of the Gender Equality Seal is a concrete tool for the public and private sectors
to join together in order to achieve the Sustainable Development Goals, by reducing the
gender gaps and the promotion of equality in the workplace, as well as the economic
empowerment of women.

To develop an organizational strategy that incorporates gender equality as an integral part of

"good business", participating companies must implement comprehensive measures to
change their structure and organizational culture, creating fair and decent conditions for
workers. Being part of the Certification Programme is a commitment. Although the terms
vary from one company to another, the implementation process usually takes up to two
years, on the understanding that the companies, once they obtain the Seal, will renew their
commitment and will continue to progress under the principle of continuous improvement.
The investment brings with it multiple benefits that, the participating companies assure, they
are worth the effort.

In order to promote Gender Equality

Management Systems in the Latin American
region, UNDP has already developed three global
business forums. The last one took place in
Panama in 2016.

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This unit reviews the founding principles of certification programmes for gender equality
management systems, such as:

• organizational change for equality;

• companies and their relationship with the political, social and productive environment;
 socially-oriented business management, where Corporate Social Responsibility (CSR),
Good Corporate Governance and sustainable businesses are located;
 the Principles of the Global Compact and the seven principles for the empowerment of
women;
 new ideas about economic innovation, which consider the egalitarian and participative
management in companies as the fundamental point for the creation of modern goods
and services;
 Fair Trade practices that rest on the principles of human rights and gender equality;
 modern management systems and ISO standards;
 the management of people by competence and gender.

Organizational change for equality

Organizational change for equality is a process that aims to transform organizations to be more
equal as a means for our societies to be so. At the same time, and from the business
perspective, it aims to take advantage of all the potential talent of the people, so that they
contribute with their creativity the diversity of their contributions to innovation, productivity
and business development. In this way, it is not only looking inwards, but also in the
relationship with its environment and what it does as a contribution to social and economic
development. This change occurs through participatory processes, which are built together,
that do not come from outside, but rather from the process of individual and collective
reflection of its members. They are not isolated trainings but processes of organizational
transformation, which include training and training activities as instances of reflection on the
conceptual frameworks with which it operates.

The process of reflection should not start from a single point of view, on the contrary,
organizations are made up of people and they have different visions and experiences of
inequalities and of the organization itself. Therefore, it is about building that look together, that
is, a collective look at what is happening in the organization. For this they have to learn and
want to change, and that's what people do.

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Gender Equality Management Systems present tools and routes designed for organizational
change, but not only is it a technical approach, but it is a process that affects the quality of life
of workers, its ability to contribute to the development of the organization and society, and
to benefit from its progress.

In this framework, as you will remember (author) Natalia Navarro raises away from the rigid
notion of gender to refer to generating processes, which are dynamic and are built by the
protagonists themselves. The central questions would be then, what is it and is located in the
prevailing gender system in a determined social and organizational context? What are its
possible transformations?

The anticipated in the UD 1 shows that the adoption of the notion of generating processes is
especially relevant to understand the non-neutral character of the organizational culture, as
well as to analyze the occupational segmentation, both horizontal and vertical, which
crystallizes in the company’s organizations and the hierarchy of opportunities and limitations
that it contains. All this is a priority for an organizational change for gender equality.

As already mentioned, the processes of generation are not something that is foreign or
imposed, people are the protagonists because they have to do with what is done, what is said
and how people think about what they do. Above all, it analyzes how they are being built and
what is the prevailing gender regime in a specific organizational context. It is about identifying
how organizations give privilege and legitimize certain modes of work, practices, beliefs and
values, while leaving others aside. This makes people and organizations responsible and
protagonists. As the author Nuria Varela (2014) states: "Power is not held, it is exercised: it is
not an essence or a substance, it is a network of relationships."

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THE BUSINESS ENVIRONMENT
The starting point: the classification of
the environment that manages the
company or organization.
While with different categorizations of the
environment as well as different degrees of
institutionalization, all companies have
established relationships with their
environment.
One of the classic classifications and most used
is the one that distinguishes between:
Ü General environment, also called Macro
environment: refers to the
socioeconomic system in which the
company operates. It is composed of a
set of economic, political-normative,
technological and socio-cultural factors
that make up the global framework for
action. They exist independently of the
business activity and with respect to
which the company has little control
capacity, they operate as data or
information that has to be carefully
analyzed to adapt to them and their
conditioning.
Ü Specific environment or Micro
environment: it is the closest to the
business activity, that is, the sector and/or
industry to which it belongs. "It consists of a
series of factors that specifically affect
companies belonging to the same sector, and
over which the organization has a certain
What is meant by business
environment?
A basic definition refers to the set of
forces and external factors that
influence and condition the activity and
performance of the company or
organization. Until the end of the last
century, the prevailing environment
made it possible for companies to be
successful with strategies that were not
very dynamic and predictable. But
nowadays, faced with a globalized and
highly competitive market, in which the
factors and actors with which the
company must interact have been
diversified, knowing and adapting as
best as possible to its environment has
become a challenge and an unavoidable
necessity for survival and
competitiveness.
To adapt and survive in this changing and
multifaceted environment, companies
require organizational changes that are
often profound, which foster creativity
and innovation, the development of
capacities to adapt to market fluctuation
and corporate and environment
sustainability.
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 control capacity. 1 The most used identification of these factors is based on Michael E. Porter's
model (1984) on the "five competitive forces" that determine the structure of an industrial
sector, or what is the same, the elements and rules of the competitive game that they will
condition the positioning of the company with respect to the competition (the current and the
potential, the present and the future).

These components (also called factors) of

the specific environment or five
competitive forces are related to each
other in terms of rivalry-competition-
threat and are:

 the bargaining power of clients and

consumers;
 the rivalry of existing competition
in the market;
 the threat of entry of new
competitors;
 the bargaining power of the
suppliers;
 the threat of substitute products.

The behaviour of these competitive forces is an essential issue in the analysis, design and choice
of the business strategy, and it is important to bear in mind that, although the company and the
sector of ownership are under its direct influence, both can influence them.

Therefore, the starting point to work on the perspective of gender equality within
organizational management is to know and appropriate the criteria, practices, language
and arguments of the company, so that the GEMS are positioned from the place of
"contributors" and/or strengtheners of organizational capacities in this dimension.
Starting from assessing what has already been internalized by the company, what is already
there, it will be easier to visualize and convince management and/or those responsible for
the benefits that the adoption of a methodology for analyzing the environment with a
gender perspective will bring.
1
Sáez Vaca,F, García,O, Palao,J y Rojo,P Teoría general del entorno en Innovación Tecnológica de las Empresas
http://www.gsi.dit.upm.es/~fsaez/intl/capitulos/2%20-Teor%EDa%20general%20del%20entorno.pdf

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Another frequent classification is the one proposed by the approach to the environment from
the areas that comprise it, among which are prioritised:
 technological field
 normative scope;
 economic-financial sphere;
 social field;
 markeplace;
 political area;
 environmental area;

Also, among the most current approaches (driven, among others, by Sarah Stoner) is ascribed
to the classification of elements or components of direct and indirect action of the external
environment.

El entorno empresarial y la empresa

Video. Haga clic en el diagrama para acceder

Components of direct action of the external environment

They are the different interest groups that influence and determine the actions and
competitiveness of the organization. The most important are:
 The providers
 The supply of labour or human resources
 Consumers
 The competition

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  Financial institutions
 Government agencies
 The shareholders

Although at first sight this approach seems totally coincidental with M.Porter, especially
important for GEMS is the consideration that makes the supply of human talent as a decisive
factor for competitiveness: this opens the way not only to substantiate the need to maximize
the contributions and capabilities of the staff, but to include in the analysis of the education and
training systems like other interest groups, which as we saw reproduce and reinforce
stereotypes that impact on the segmentation by sex of the labour market.

La empresa y su entorno social

Video Haga clic en el diagrama para acceder

Components of indirect action of the external environment

These are the factors that affect the "atmosphere", conditions to which the company must
respond and adapt quickly. As it happens in the identification of direct action components,
they coincide with those mentioned in the general environment classification, but it has the
advantage for the GEMS to incorporate corporate social responsibility in the characterisation
and analysis.

 Economic factors: the economic situation, the fiscal situation, the variations in prices,
the evolution of interest rates, the exchange rate, the level of inflation that affects
consumption capacity, the different fiscal and monetary policies, others are variables
that have a strong impact on business activity. The business world strongly prioritises

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 the surveillance of economic trends, so it is less likely to be surprised by its constant
variations.
 Technological and scientific factors: refers to the specific scientific and technological
advances of the activity, but also to state and sectoral policies in research, development
and innovation (R + D + I), the degree of dissemination and access to technologies, etc.
They are the ones with the fastest transformation and, at the same time, those that
have the greatest impact on the expansion or limitation of business opportunities and
the development of competitive advantages, especially for long-established companies.
These factors influence the company in multiple ways: in the production and
management techniques, the characteristics of the products or services, the equipment
and the production processes, the process of quality improvement and, therefore,
directly affect the different groups of personnel, their stability and their career
development.
 International factors: although not all companies have a direct and strong international
insertion, these factors today impact and influence to a greater or lesser extent any
company. Not only because the globalization of the economy allows us to cross borders
both for commercialization and for the capture of resources and supplies, and it tests its
competitiveness and its competences (both business development and the
incorporation of productive and technological innovation), but because the processes of
adaptation to the countries with which it relates affect all levels of its structure and
organizational culture. It is no longer enough to be attentive and react quickly to the
economic and legislative circumstances of the countries and regions of origin and
destination of the products or services that are generated, but also to the political and
regulatory frameworks promoted by the agencies and the international community.
 National political, legal and regulatory factors: they derive from the attitudes and
actions of the political power and of the social actors that try to respond to the demand
of society. "They are carried out with the rules imposed by the authorities on labour
legislation, tax, incentives and subsidies, quality standards, liability for damages caused
by product defects, pollution levels, etc. (...) Political power affects all spheres of
business activity and, in relation to business, performs two fundamental actions: drives
or limits (...). Government policy is also decisive in technological development, since
much of the research (...) is linked to special programmes that have to do with the
public sector (...), the regulation of patents and trademarks, the rules that must be met
by companies in labour matters, safety and hygiene at work, protectionist measures (...)
all or at least very fundamental aspects in business life, are linked to decisions of public
authorities.2
 Environmental factors: come from the physical environment of the company and are
part of an increasing social awareness about the damages caused by some industrial
products and processes. "Environmental degradation (pollution, deforestation ...) or
restrictions on supplies are issues of vital importance for the maintenance of living
conditions on the planet (...). Therefore, more and more companies are beginning to
consider that their results should improve the community and the environment in which

2
F.Saéz Vaca y otros: Teoría general del entorno, op cit.

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 they develop. If the productive process damages the environment, it will have an
increasing cost for the company (...). "This translates into modifications in the
manufacturing processes and in the products (reduction of contaminants or, in a
positive sense, in the increasing use of recyclable/recycled materials.) It also raises
ethical dilemmas derived from the high costs that, frequently, supposes for the
company the adaptation of its productive processes to the protection of the
environment.

 Socio-cultural factors: resulting from the characteristics of the society where the
company is inserted. They range from demography, educational level, population aging,
the incorporation of women and young people, the distribution of per capita income,
racial composition, cultural values, customs and community habits, etc. All have a direct
and strong impact on the demand for products and services. "Thus, for example, the
incorporation of women into the labour market (...) means, on the one hand, an
increase in family income, in addition to an increase in the consumption of services that
were not consumed in the past (day care centers, for example). The improvement of
educational levels translates into a more sophisticated purchasing and consumption
behaviour. On the other hand, changes in values, fixation in health and aesthetics,
increase the consumption of goods with special characteristics (skimmed, rich in fibers,
vitamins ...). Companies must pay special attention to these forces that can be a source
of competitive advantages or disadvantages. Many organizations (...) are global today
and see the world as a big market. Its products are aimed at a planetary clientele. It is,
therefore, so important to learn to operate with different cultures, and to manage
diversity, one of the great challenges facing business management today. 3

Inspired by the Lean Start-up movement Alexander Osterwalder and Ives Pigneur (2010),
proposed a new approach for the definition and redefinition of business models. One of the key
aspects to consider is the environment that surrounds the business model, which includes the
context, design determinants and restrictions. In this sense, understanding changes in the
environment helps to adapt quickly to changes in external forces. They propose four main areas
of the environment:

 Market forces: includes the market

segments that are served
(clientele), market needs and
demands, exchange or substitution
costs and the ability to attract
profitability.

3
Ib ídem 3

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 Industry forces: in line with Porter's proposal, it includes suppliers and other key actors
in the value chain, stakeholders or interest groups (shareholders, trade associations,
others), established and potential competitors, products and services substitutes.
 Key trends: includes socio-economic trends, societal and cultural trends, technological
trends and regulatory trends.

 The macro-economic forces: it includes the global market conditions, the behaviour of
the capital market, the economic infrastructure and the commodities and other
resources.

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Contributions of a systemic and gender approach for an integrating typology of
the productive, social and
political business environment

However, these categorisations are not

exclusive and, above all, do not refer to
autonomous or static realities but to a
framework of mutually modifying
fields, factors and relationships, which
is what determines opportunities and
threats for the achievement of
competitive advantages and the
corporate image sought. Therefore, the
approach to the environment should be
as inclusive and comprehensive as
possible: this is the only way to define
the most pertinent business strategy for
"the general objectives of the company,
as well as the essential courses of
action: both the one and the other issue
of the availability of current and
potential media, with a clear goal such
as achieving their integration into the
environment".4 From this conviction, we
propose this typology of the business
environment that includes and integrates most of the criteria of the previous categorisations.
The business strategy of relationship/integration
with the external environment does not
consider how much to produce, sell, earn,
invest, but what functions will be fulfilled,
products to be sold, activities to develop,
markets to be conquered; and how to get there,
that is, through growth, diversification,
innovation, innovative organizational skills, etc.
(Based on Rios Gual J.)
It is for these questions that it is necessary to
have well-founded answers from a gender
perspective to favour the achievement of the
GEMS objectives.

4
Menguzzato y Renau citados en www.rua.ua.es/dspace/bitstream/10045/16551/3/TEMA3gr11.ppt

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Proposal of typology of the Business Environment from a systemic and gender
approach
How are they defined, what are the components and factors of the proposed business
environments?

PRODUCTIVE ENVIRONMENT:
Interdependent set of components and rules of the game that determine and condition
competitive positioning, growth and sustainability of the company (advantages,
opportunities and threats), current and future.
Components Factors and/or Variables
Rates of participation, occupation, unemployment and
underemployment, informality, urban and rural composition, by sex and
age, educational level, levels of household incomes, etc.
Nature, structure, organization, division and occupational segregation by
sex of work and employment (See UD 2)
Policies and regulations of labour and business regulation.
Specificities of Participation in the economy and in the generation of jobs.
the sector of Productive organization, structure by occupational categories, insertion
belonging in productive chains, outsourcing practices.
Degree of international insertion, incorporation of scientific-
technological innovation, requirements for quality certification,
environmental care, adoption of social responsibility; of incorporation of
the promotion of gender equality.
Requirements of educational levels, scientific-technological specificity
and transversal and technical competences.
Existences of collective agreements and regulations of the social
dialogue
Relationship with Organizational competences for the management of the relations with
competitive the Five Competitive Forces of the specific environment of Porter (see
forces box) as well as the management of the own human capital.

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 SOCIAL ENVIRONMENT:
Framework of policies, institutions, circumstances and values that frame life in society and
the relationships between people and population groups, conditioning the access, use and
distribution of resources for development, well-being and quality of life.

Components Factors and/or Variables

Demographic structure Pyramid by sex and age, population growth, structure of

households
Racial and ethnic composition, etc.

Education systems and Coverage, levels achieved, representation of professional, scientific

policies and technological education, access to early childhood education.
Quality, relevance and fairness of the offer.
Education-work relationship
Health care systems Coverage and equity, maternal and infant mortality, treatment of
and policies occupational diseases, etc.
Services and infrastructure for the care of girls, boys and adults.
Environment Impact on the availability of access and use of water resources,
soil, vulnerability of the territory, communities facing
environmental risks and climate change, etc.

Social integration Income distribution, profile of exclusion and inclusion, poverty and
marginality.

Access to basic services (water, electricity, sanitation,

transportation, etc.) residential segregation.

Violence and citizen security.

Culture and Customs, patterns of consumption, ethnic, racial, religious and

community relations cultural diversity, mechanisms and practices of citizen and
community participation, etc.

POLITICAL ENVIRONMENT:
system of economic, scientific-technological and political-regulatory organization in which the
company or organization is inserted.

Components Factors and/or Variables

Economic system Degrees of globalization and internationalization of the economy.
Economic conjuncture and level of inflation.

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 Problematic of competitiveness, productivity, protectionist measures.

Financial regulation: interest rates, change, tax burden.

Scientific- Penetration and incidence of evolution in R & D & I

technological
system Access and distribution of scientific-technological advances.

Sistema político- Structure/organization of the State, representation, and incidence of

normativo power groups.

Approach to development, integration and commitment to the

international community.

Regulation and economic, labour regulation, protection of rights and

equality; environmental, regulation and corporate social responsibilities,
etc.

What are the contributions of the GEMS to the analysis of the environment?

 The identification of "antennas and alerts" regarding the complexity of direct and
indirect action components that operate in the three environments, their dynamism - intensity
of the changes - and above all, their interaction. It is from this perspective that we can
understand and encourage more aware behaviours of the intersections and of the mutually
modifying relationship between them and, within them, between their actors and interest
groups.

 By focusing on the individual and collective subjects as protagonists of change, it is

possible to fine-tune the identification of stakeholders and key actors that favour or hinder
business objectives, a better detection and appreciation of their purposes, goals, intentions,
competences and commitments. Therefore, the ways in which, from their leadership and
singularities, affect the implementation of the planned, the achievement of agreements, etc.

 The strengthening of the company as an

"open and living system" to which the
productive, social and political environments are
conditioned but in which, simultaneously and in
a give and take relationship, business policies
and practices (own characteristics) can and must
influence to promote changes in order to achieve
For all of the above, it is considered
that the in-depth knowledge of the
approach to the environment that
“our” company carries out, as well as
the appropriation of the language and
the arguments used by management, 22
are extremely useful for the definition
of the strategy of intervention and for
greater gender equality, well-being and quality of life, which, in turn, will result in greater
competitive advantages and a better corporate image.

 The incorporation of a transversal and simultaneous view of the three environments

from the international, national and local dimensions – which includes the community one.
Only in this way will it be captured and, therefore, operating with respect to:

 the phenomenon of globalization;

 the existence of inequalities and exclusions both at the level of competitive positioning
of the country, as well as the sector and the territory.
 the entire productive chain and the MSEs that support it.
 The endogenous development with its singularities and potentialities, together with the
characteristics of its population groups (native peoples, coexistence of different races,
cultures, religions, community practices, etc.), that is, giving an account of the
intersectionality of variables that generate inequities.

 Globalization: is a term that comes from the fusion of two words: globalization and
localization. It was developed in the 1980s within the commercial practices of Japan.
"Think globally and act locally" is the premise of this term applied to any person, group
or community. In globalization, we seek to adapt to a certain environment with specific
characteristics, differentiating ourselves from others in terms of a certain demand,
adapting global standards to local conditions

 https://yeka8.wordpress.com/2011/08/28/glocalizacion-definiciones-y-ejemplos/
consideren implementarlas mediante leyes o diversas medidas.

CORPORATE SOCIAL RESPONSIBILITY, SUSTAINABILITY, INNOVATION

AND FAIR TRADE
The Gender Equality Management System Certification Programs are based on the international
standards of human rights and women's rights, which the States of the region have ratified (UD
3). In turn, its conceptual bases are framed in various frames of reference to also account for
the productive, social and political environment, such as:

23
  Socially oriented business management, where Corporate Social Responsibility (CSR),
Good Corporate Governance, and sustainable businesses are located.

 The principles of the Global Compact.

 Modern management systems and ISO standards.

 New ideas about economic innovation, which considers management in favour of

equality and participatory in companies as the fundamental point for the creation of
modern goods and services.

 Fair trade practices that rest on the principles of human rights, sustainable development
and gender equality.

Corporate Social
Responsibility (CSR)
The GEMS Certification
Program takes up the ideas of
Good Corporate Governance
and Corporate Social The principles and values of CSR are linked to business
Responsibility (CSR). CSR is a ethics and transparency in the relationship with
set of programmes, policies consumers, as well as the interest in achieving
and strategies that companies environmental and social impacts that are not harmful to
adopt in order to benefit the
the community. Although gender equality and equity are
staff, the communities where
they are inserted and the not primary concerns in CSR (not in its corresponding
social environment in general. standard SA 8000, Social Accountability International), the
approach has been useful in order to encourage companies
to improve social development and reduce inequalities
based on their own practices and management systems.

24
 Gender Equality and corporate social responsibility – ISO 26000 Guide

All societies assign gender roles to men and women. Gender roles are learned behaviours that
condition activities and responsibilities that are perceived as masculine or feminine. These gender roles
can sometimes constitute discrimination against women, but also against men. In all cases, gender
discrimination limits the potential of individuals, families, communities, and societies.
The existence of a positive link between Gender Equality and economic and social development has
been demonstrated, which is why Gender Equality is one of the Millennium Development Goals. The
promotion and defense of Gender Equality in the activities of an organization is an important
component of social responsibility
Organizations should review their decisions and activities to eliminate gender biases and promote
Gender Equality. This includes areas such as:

 the combination of men and women in the governance structure and in the management of the
organization, with the aim of progressively achieving parity and eliminating barriers based on
gender;
 Equitable treatment for male and female workers in hiring, assignment of work, training,
promotion opportunities, compensation and termination of the employment relationship;
 equal pay for male and female workers for work of equal value – possible differentiated impacts on
men and women in relation to the workplace and the health and safety to the community;
 decision and activities of the organization that gives equal attention to the needs of men and
women (for example, checking if there is a differential impact on men and women derived from the
development of specific products or services, or reviewing images of men and women) women
presented in any communication of publicity of the organization), and;
 benefits for both women and men, derived from the support and contributions of the organization
to the development of the community, as far as possible, with special attention to the
compensation of areas where any of the genders is at a disadvantage.
To promote the balance between men and women, it may be useful for organizations to turn to experts
to seek expertise when addressing gender issues.
Organizations are encouraged to use indicators, objectives and references to best practices to
systematically track progress in achieving Gender Equality.
Source: ISO 26000. Page 7.

25
The Global Compact: a global strategy of the United Nations for the private
sector

Another of the international instruments directly related to the GEMS is the Global Compact. It
is an initiative launched by the United Nations, in which companies voluntarily commit
themselves to align their strategies and operations with the Ten Principles of the Pact, in four
thematic areas: Human Rights, Environment, Labour Standards and Anti-corruption...

https://www.youtube.com/watch?v=KG1-yeRRtfA

For its number of participating companies, 12,000 in more than 145 countries, the Global
Compact is the world's largest corporate citizenship initiative.

https://www.youtube.com/watch?v=rxsKFYeAN40

The Compact is a framework for action aimed at building the social legitimacy of corporations
and markets. Those companies that adhere to the Global Compact share the conviction that
business practices based on universal principles contribute to the construction of a more stable,
equitable and inclusive global market that fosters more prosperous societies.

Businesses, trade and investment are essential pillars for peace and prosperity. Responsible
business actions build trust and social capital, while contributing to economic and social
development and sustainable markets.

26
The Ten Principles of the Global Compact

The Ten Principles of the Global Compact are based on Universal Declarations and
Conventions in four areas: Human Rights, Environment, Labour Standards and
Anticorruption.

Human Rights:
 Principle 1: Companies must support and respect the protection of fundamental
human rights that are universally recognized, within their sphere of influence.
 Principle 2: Companies must ensure that they are not complicit in the violation of
human rights.

Labour Standards:
 Principle 3: Businesses should support freedom of association and the effective
recognition of the right to collective bargaining.
 Principle 4: Businesses should support the elimination of all forms of forced or
coerced labour.
 Principle 5: Businesses should support the eradication of child labour.
 Principle 6: Businesses should support the abolition of discriminatory practices in
employment and occupation.

Environment:

 Principle 7: Companies must maintain a preventive approach that favors the

environment.
 Principle 8: Companies should encourage initiatives that promote greater
environmental responsibility.
 Principle 9: Companies should favour the development and diffusion of
environmentally friendly technologies.
Anti-corruption:

 Principle 10: Businesses must work against corruption in all its forms, including
extortion and bribery.
For more information about the Global Compact:
https://www.unglobalcompact.org/languages/spanish/

27
Likewise, and in this framework, the global work around the Principles for the Empowerment
of Women is highlighted, which offers companies and the private sector guidance on how to
promote the empowerment of women in the workplace, markets and community. These
principles, developed through a partnership between UN Women and the United Nations
Global Compact, are designed to assist companies in examining the policies and practices they
apply - or in creating new ones - in the field of women’s empowerment.

These principles are

the following:
For more information:

http://www.unwomen.org/es/partnerships/businesses-and-foundations/womens-
empowerment-principles

28
The GEMS is a practical tool to launch and monitor progress towards these principles.

Economic innovation: companies and knowledge

As seen in UD 2, when characterizing the current work paradigm, knowledge and innovation are
fundamental in the production and commercialization of the 21st century, which is why the old
mechanical methods of work, where workers were simple gears of a chain of production, have
ceased to be in force. In globalized markets, most companies cannot compete from the
standardized products of the past that required training in fixed tasks without higher
expectations of professional development. On the contrary, in today's world, a company needs
the skills, i.e. the full knowledge of employees to produce and market goods and services in a
highly competitive market. In a time of diversified "brands", "product generations" and "series",
products and services must differentiate themselves from the competition and from their own
predecessors. By valuing the skills of workers, it is possible to take better advantage of the
knowledge available in the company, previously unused by discriminatory practices,
stereotypes and prejudices that act as barriers to achieve greater efficiency and efficacy in
production.

Fair Trade

Related to the previous point, and within the focus of human rights and labour rights, the rules
regarding Fair Trade or Alternative Trade have become another important frame of reference.
This consists of an alternative form of exchange of goods and services, promoted by
international non-governmental organizations, the United Nations and social and political
movements interested in forging trade links with a sense of justice, among countries with
asymmetric degrees of development.

Fair Trade focuses on establishing ethical and respectful trade relations between the countries
of the North and the South, contributing to the sustainable growth of the countries of the
South, and the development of individuals and communities, by securing the rights of
producers and workers, while denouncing situations of injustice and violation of fundamental
human rights.

29
The World Fair Trade Organization (WFTO) establishes 10 principles that must be fulfilled by
organizations working in Fair Trade; They are the following:5
 Principle 1. Creation of Opportunities for Economically Disadvantaged Producers.
 Principle 2. Transparency and Responsibility – Accountability.
 Principle 3. Fair Commercial Practice.
 Principle 4. Payment of a Fair Price.
 Principle 5. No Child Labour and Forced Labour.
 Principle 6. Commitment to Non-Discrimination, Gender Equality and the Economic
Empowerment of Women and Freedom of Association.
 Principle 7. Guarantee good working conditions.
 Principle 8. Capacity Development.
 Principle 9. Promotion
of Fair Trade.
 Principle 10. Respect
for the Environment.

Fair trade connects consumer issues, sales and production strategies, and has grown
exponentially in recent years. It favours and encourages efforts to remove discriminatory
practices that generate differences between the price paid by consumers in northern countries
and the compensations received by producers in countries of the South, in order to prevent
their exploitation. Currently there is a Fair Trade Seal (Fairtrade Seal by its name in English) that
is granted to goods and services made according to the principles indicated here.

WHAT IS A MANAGEMENT SYSTEM?

5
http://wfto-la.org/comercio-justo/wfto/10-principios/

30
Organizations today, as scenarios rich in processes, require to be observed from a whole
perspective. The management systems are based on systems theory, particularly in the cycle
PDVA - plan, do, verify, act - called "Deming Circle" in reference to its mentor, (although
justice should be called Shewhart cycle since this author invented it in 1924).

A management system is a set of processes that interact with each other so that certain
elements are transformed into useful goods whether they are tangible or intangible. They
establish a policy, objectives to achieve and actions to achieve these objectives. Today there is a
significant regulation linked to management systems; among the most important guides is the
Guide 72 "Guidelines for the justification and development of standards of management
systems" of ISO (International Standards Organization).

Política

Revisión Planificación

Sistema de
Gestión

Implemen-
Mejora tación y
Operación
Evaluació
n de
Desempe-
ño

Source: Common Elements of SG - Guide 72: 2001 ISO

Las Guías y Directrices más relevantes son: The most relevant Guidelines and Directives are:
 ISO Guide 72. Guidelines for the justification and development of management system
standards.
 ISO / IEC 17000. Conformity assessment. Vocabulary and general principles.
 ISO / IEC 17021. Conformity assessment. Requirements for the bodies that perform the
audit and certification of management systems.
 ISO 19011. Guidelines for the audit of quality and/or environmental management systems.

We recommend the study of these documents found in the Reading Route.

31
 KEY WORDS OF THE MANAGEMENT SYSTEM

System: Set of mutually related or interacting elements.

Management:
Coordinated activities to direct and control an organization
Management Systems: System to establish the policy, and the objectives and to
achieve said objectives (source ISO 9000: 2005

Standard: Document established by consensus and approved by a

recognized certifying body, which provides, for the common
and repetitive use, rules, guidelines or characteristics for
activities or their results, aimed at reaching the optimal level of
order in a given context.

Standardization:
It is the activity that establishes, with respect to current or
potential problems, dispositions of common and continuous
use, aimed at obtaining the optimum level of order in a given
context. In particular, this activity consists of the processes of
elaboration, edition and application of standards.
Quality: Degree in which a set of inherent characteristics meets the
requirements.
Characteristic: Differentiating trait, can be inherent or assigned and
qualitative or quantitative.

Requirement: Need or expectation established.

Audit: Systemic, independent and documented process to obtain

evidence and evaluate is objectively, in order to determine the
level of compliance with the audit criteria.

Certification: Third party attestation (declaration) relating to products,

processes, systems or persons. The certification of a
management system ensures that the organization has
implemented a system for the management of the relevant
aspects of its activities, in line with its policy.
Accredidation: Third party declaration relating to an evaluation body, of
conformity evidence by the formal demonstration of its
competence to carry our specific tasks of conformity
assessment.
Source: ISO/IEC 17021. ISO Guía 2 – Normalización y actividades relacionadas, 1996. Norma ISO 17000: 2004 ISO
9000:2005 – Sistemas de Gestión de la Calidad. Fundamentos y Vocabulario.
32
33
Principles of Management Systems for Gender Equality
In practice, the experiences in Management Systems for Gender Equality have taken the
principles of gender equality and linked them to those related to the regulation of
management systems. This has implied, in turn, reinterpreting the principles strictly related to
management from the angle of gender justice and the rights of women in the company. Thus,
for gender equality management systems, the following concepts or principles are key.

 Leadership: the successful implementation of a GEMS requires the leadership of top

management, since often measures to promote gender equality evaporate at the
intermediate levels of business management. Consequently, senior management provides
the symbolic weight and authority necessary to create an internal environment that
involves personnel.

 Staff participation: staff is essential to implement a GEMS. This requires creating a Gender
Equality Committee with the presence of different levels, including senior management.

 Continuous improvement: this is a permanent objective, since the reduction of gender gaps
in organizations requires perseverance. Therefore, the Equality Seal has a temporal validity.
The loss of prestige associated with the risk of loss of certification fosters a commitment to
continuous improvement.

 Fact-based approach to decision making: decisions for the implementation and

improvement of a Certification System are based on the collection of information and the
analysis of data. The generation of statistics disaggregated by sex allows to reveal biases,
where the absence of inequalities was presumed.

 Simultaneous integration of several management systems: The implementation of a GEMS

can be developed in conjunction with other management systems, such as the ISO 26000
(Corporate Social Responsibility) and ISO 14000 (environmental management) standards,
since gender inequalities intersect and they are reproduced or eliminated through business
tactics.

Para más información ver:

https://www.youtube.com/watch?
v=rtyVJ_mAspw

34
MANAGEMENT OF PERSONS BY COMPETENCES WITH GENDER PERSPECTIVE

In the point New requirements: lifelong learning and management by competences of the UD2
addressed the progress that the Management of People by Competencies is having in the
current business world, and in general in organizations. This area is one of the most favourable
for the achievement of the GEMS objectives.

Competence management with a gender perspective should be applied throughout the cycle of
people management: design of roles and positions, recruitment and selection, development
and lifelong learning, career development, performance evaluation, compensation systems,
salary analysis, etc. If management by competencies is already integrated in the Human
Resource Management of the organization, the strategy from the Management System for
Gender Equality should focus on a thorough analysis of how the competencies of each position
were defined, whether or not there was consultations with the staff, if the equitable
participation of women and men was taken care of and, from there, identify biases that have
been perpetuated from the differentiated valuation of the competences "performed" by both.

If the company does not have competency management incorporated, the strategy from the
Management System for Gender Equality should be to promote it as a relevant contribution to
business innovation. It is important to point out here that the management of people by
competences cannot be implemented unidirectionally: it requires that the company values
and manages the competences of both its workers and of the organization itself. If the
company demands the demonstration of competencies from its personnel, it must apply the
same approach in its actions, from the identification of its needs in terms of the income
profiles, to all the instances of development of the productive process.

An important element of Management by Competencies is Organizational Knowledge

Management, which consists of the recovery, valuation, codification and transferability of the
explicit and tacit knowledge of the workers of the organization. It is essential for the continuous
improvement of both competitiveness and productivity as well as the quality of processes and
products.

35
As such, it has not only installed the concept of organizational competencies but has been the
engine for the transition from the conception of the circumscribed competence to the carrier,
to the interdependence between individual, organizational and macro context (economy and
market global and national labour), meso (the specific productive sector) and micro (the
company). Gradually, it was found that, for people to respond effectively to demand, mobilizing
their resources, it is necessary to "want to do" and "to be able to do", that is, to have a
motivation that is related to a series of personal and relative social factors but also with an
enabling organizational environment that stimulates this motivation and promotes people to
put their abilities at stake. Strengthening competencies is no longer just a matter and a
challenge for people, but also for organizations.

For this reason, the identification of occupational profiles by competence necessarily requires a
sectoral approach that implies a holistic approach that integrates and accounts for both the
performance requirements of the organization and those of the people and, above all, of the
interactions between both of them. And there is a space, a "wedge" for the promotion and
installation of the GEMS, based on the interdependence between the assurance of quality and
equality between people in all areas.

At this point it seems more than appropriate to begin to reflect and incorporate this
conceptualization:

Organizational culture for

Equality

Management of People Knowledge management

by Competencies with a with a Gender
Gender Perspective Perspective

36
The possible interactions are very diverse, but it is understood that the essentials for an GEMS
are the interactions between:

 the core competencies of the organization and the competencies of the people;
 the internal structuring of organizational competencies and that of individual competences,
according to the transferability potential that underlies the development of the professional
career.

The central or core competencies of the organization are those that define the sector and its
companies, and that are strategic both for the development of the business and for the
generation of competitive advantages. They are the knowledge put into action that the
organization manages to build, accumulate and update over time, they are "the glue" that
links the different commercial activities and the engine for new developments. Moreover, in
reference to core or core competencies, it is important to bear in mind that unlike physical
assets that do deteriorate over time, capacities improve as they are used and shared.

From this conception, successful or competent organizations are those that promote the
development and feedback of the skills of people, work teams and themselves. For this, the
organization has to develop and strengthen its competences, not only those required to adapt
and successfully respond to economic and technological changes, but to promote and manage
lifelong learning, knowledge of its people and itself.

If knowledge and innovation are the epicenter of production and marketing in the 21st century,
if in globalized markets the productive sector and its companies need the skills, knowledge and
tacit knowledge of their employees to produce and market highly differentiated and
competitive goods and services then, the promotion and management of these competences
has to occupy a dominant place in the vision and the sectoral and business strategy.

37
 https://www.google.es/search?q=Gesti

%C3%B3n+por+competencias&client=safari&rls=en&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjz8saTwKnUAh
WInBoKHbuoBwgQ_AUICigB&biw=1439&bih=762#imgrc=vAm_-LKOrUIdPM:

This promotion and management is expressed in organizational learning, that is, the process
by which the organization acquires, adapts, creates knowledge to transform it into a resource
that allows it to respond and adapt to market changes, increase its competitiveness, etc.
There are two routes of organizational learning: from the person to the organization and from
the organization to the person. In the first case, the key knowledge that is in the workers is
identified, made explicit, documented and institutionalized; In the second case, the existing
organizational knowledge is disseminated and facilitated so that it is appropriate for those who
are working.

The approach to organizational learning has as one of its central dimensions the management
of social intellectual capital, understood as the set of knowledge (know how to learn, know
how, know how to be, know how to live together and know how to undertake) that a
community has. When intellectual capital is not geared to the generation, the use and diffusion
and valuation of individual and collective knowledge negatively impacts the effectiveness of the
system. The gap between those who produce and those who consume knowledge generates
dependency and affects the social appropriation of the knowledge that is available.

The social intellectual capital is the knowledge managed for the action. Its key areas are:

Ü the capacities of people to incorporate new skills and the transformation of tacit
knowledge into specific ones;

38
 Ü the intangible capital that people produce in their relationships and that is visualized in
three dimensions:
 the human capital described in terms of competences (what each person knows);
 the intangible organizational capital, which remains in the company or organization;
 Relational capital, which comes from the web of relationships within the company but
also its relationships with the environment; it is the way in which the organization is
integrated, exchanges with the society in which it is immersed and establishes alliances
with the various instances of public and social policy.

In the assessment of social intellectual capital, it is fundamental to keep in mind that, precisely,
the development of knowledge in a context is carried out within its "social fabric": therefore, if
the organization does not learn to unlearn what is established by the system of relations of
Gender will inevitably be not only strengthening inequalities but wasting a good part of its
social or organizational intellectual capital.

Therefore, here lies both a challenge and a very fertile scenario of action for Management
Systems for Gender Equality.

Bibliography
Osterwalder, O., & Pigneur, Y. (2010). Business model generation. John Wiley & Sons, Inc.

PNUD. (2016). Manual del programa de reconocimiento de sistemas de gestión de igualdad de género.
Programa de las Naciones Unidas para el Desarrollo PNUD.

Varela, N. (2014). Feminismo para principiantes. Ediciones B.

Works Cited
Osterwalder, O., & Pigneur, Y. (2010). Business model generation. John Wiley & Sons, Inc.

PNUD. (2016). Manual del programa de reconocimiento de sistemas de gestión de igualdad de género.
Programa de las Naciones Unidas para el Desarrollo PNUD.

Varela, N. (2014). Feminismo para principiantes. Ediciones B.

39
40