Governance and top management structures
Autor | José Camilo Dávila - Carlos Dávila - Lina Grisales - David Schnarch |
Páginas | 73-92 |
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GOVERNANCE AND
TOP MANAGEMENT STRUCTURES
F S restructuring
as operations expanded over its -year history, its mission periodically reviewed
and rearmed. Following , FS’ evolving governance and management
structure reects both an increasingly complex business context and sweeping
organisational change; but equally as important were eorts to apply the concepts
and principles drawn from painstakingly thought-out documents, such as the
DAX () and Legacy (), aimed at strengthening the implementation of
FS’ mission. is chapter focuses on key organisational features in each of two
periods: -, and -. Also noted is how functions undertaken by
the Jesuit Order prior to its formal withdrawal from FS in were absorbed
by the new organisation.
For descriptive purposes, this chapter distinguishes between top management
forms, or structures, and corporate governance. Management forms refer to the
structures, functions, and formal relations between the organisation and top man-
agement, charged with leading and overseeing operations. Governance refers to
the process by which diverse actors comprising part of a management structure,
individually or in groups, exercise power and authority by shaping, dening, and
executing organisational and decision-making policies.
Parts of this section were drawn from Dávila, Dávila and Schnarch ()
Adapted from the concept of governance in Acosta ().
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An adequate management form or structure is a necessary but insucient
precondition for developing an organisation’s capability for governance. Whereas
management structures provide a degree of stability, even as they change over
time, governance involves ongoing relations in the exercise of power by actors
operating at dierent organisational levels and areas. e dynamics of governance,
for example, are a determining factor in changing management structures. Ac-
cordingly, how a given structure supplies the required foundation for developing
an organisation’s capability for governance is more important than management
forms as such.
– : Challenges to governance
Bylaws enacted in for what was then Fundación Grupo Social (FGS) dened
the organisation’s underlying aim as follows: “the holistic improvement in living
conditions of disadvantaged groups by preparing individuals to become agents of
their own development.” Implementation of this aim was to be undertaken by:
“promoting social change according to Christian principles by means of direct
or indirect community services” (Fundación Grupo Social, : art. ). Bylaws
specied FGS should:
Seek to provide education that equips individuals to exercise their rights
and full their duties: disseminate Christian values among humankind
by means of communications media, fostering savings, and developing
tourism and recreation for the poor; promoting low-cost housing and the
integration of human communities; expanding co-operatives; establishing
employment promotion plans; developing healthcare programmes and
schemes to reduce the cost of living; and providing advice to individuals
or agencies that contribute to the organisation’s aims (Fundación Grupo
Social, : art. ).
us were the evolving aims of the Circle’s original objectives made explicit,
to “attend to the economic, intellectual, moral, and religious improvement of the
working class” (Fundación Social, a: ); a wide range of activities targeted
to low-income social groups, including many where FGS had become involved
under the leadership of Father Londoño.
Similarly, the bylaws established that to achieve its objective FGS could “cre-
ate or sponsor the creation of not-for-prot organizations to develop specic
programs,” and “organise, promote, prepare, and nance, under conditions yield-
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