Taller caso #2

40101 PROCESOS DE CAPITAL INTELECTUAL

EL ÉXITO DEL PLANETA MARS

Presentado Por:
Milena Ayala Elias
Yuly Benitez

Presentado a:
William Fernando Orbegozo Alba

Corporación unificada nacional de educación superior CUN

INTRODUCCION
En esta lectura del caso MARS se observan distintas teorías administrativas, con distintas formas de
pensar de sus administradores y trabajadores donde nos hacen cuestionar y debatir sobre el sistema
de gestión de talento humano de MARS.

¿Cómo describirías el sistema de gestión por competencias de MARS?

El sistema de gestión de MARS se podría describir como una combinación de teorías administrativas,
como la teoría científica, debido a que Yoshitengomoto le dio a Robert McCarron una libertad para
que pudiera planear y ejecutar su labor pues no redacto el perfil necesario para el cargo. También se
encontró un poco de la teoría humanista de Elton Mayo pues MARS hacia énfasis en su personal y
en las relaciones humanas de los mismos. De igual manera se encontró un poco de la teoría sistémica
abierta, al juntar 2 culturas y querer agregar una tercera pues esto genera orden y desorden ya que se
pueden presentar como oportunidades de mejora, pues MARS deposita su confianza en
Yoshitengomoto para que este cumpla con los objetivos al comprar la nueva sede, y por último la
teoría neoclásica con una característica ecléctica, pues toma de otras teorías lo que les puede ser útil
solamente.

2. ¿Cómo se puede explicar tan alta productividad de MARS a pesar de la igualdad establecida
en su política salarial y de los problemas culturales que tiene la empresa?
Pues no tenían algún tipo de preferencia por sus altos ejecutivos, esto se puede evidenciar en su
política salarial, además su cultura organizacional haciendo que todos los empleados siempre
estuvieran reunidos en su lugar de trabajo sin importar su cargo, donde se puede evidenciar un choque
cultural organizacional donde los trabajadores se ven afectados
3. ¿Estás de acuerdo con el Director de Talento Humano de MARS, para la apertura de su
nueva oficina en la Tierra?
Si claro ya que esto puede generar mayores beneficios para la organización aunque la teoría de
Yoshitengomoto darle una remuneración menor al nuevo empleado McCarron, y al despedirlo de
manera injustificada, donde indicaba que él no estaba cumpliendo con los objetivos estratégicos
generales.
4. Would you include any other key competencies in the MARS dictionary? If so, why?
One of the competencies that we would include is TEAMWORK because it is important for any
organization that its members join together to achieve an objective, it is also good to interact
with other people and thus learn from the group knowledge that contributes to the
improvement of the quality of life of each of his collaborators
The initiative the ability to react to the solution of possible unforeseen events and the criteria
to know which task may be a priority are some skills inherent to the head of distribution and
logistics.

5) Elabora una descripción del puesto de Jefe de Distribución y Logística fruto

NOMBRE DEL CARGO: Jefe distribución de Logística
DEPARTAMENTO: Administrativo Financiero
SECCION: Logística

Nivel de antigüedad
Algo de responsabilidad

Tipo de empleo
Jornada completa

Función laboral
GestiónManufactura

Sectores
Alimentación y bebidasProducción alimentariaRecursos humanos

Empresa dedicada a la comercialización y distribución de alimentos, requiere personal con

experiencia en despachos, logística, control de inventarios y manejo de personal.
Preferiblemente con formación técnica o tecnología en áreas a fines a la logística,
administración. Manejo de equipos de trabajo, liderazgo y pensamiento analítico.
Conocimientos en sistemas (office). Experiencia comprobada de dos años en el cargo o
similares.
6) Comenta, a partir de la anterior descripción de cargos, las aportaciones del enfoque de
competencias para el análisis del puesto.
CARGO: Jefe de distribución y logística El enfoque por competencia que tiene MARS funciona muy
bien en marte ya que es una sociedad y una cultura muy diferente pero Robert demostró que no hay
que enfocarse en cada una de ellas para conseguir el éxito ya que el logro en poco tiempo captar y
fidelizar muchos clientes hacia muy bien su trabajo, pero el también buscaba mejorar los salarios y
la calidad de vida de cada uno de sus trabajadores pues le parecían injustas algunas de las políticas
que tenía MARS.

7) ¿Cumple Yoshitengomoto con el principio fundamental de la empresa? ¿Posee las

competencias clave del éxito? ¿Es la persona adecuada para dirigir la empresa en Virginia?

No es la persona adecuada para dirigir la nueva sede de la empresa en Virginia ya qué no tuvo
capacidad de adaptación al cambio de organización, ni se tomó la molestia de investigar a cerca de la
cultura terrícola, es una persona deshonesta.
No cumple con las claves del éxito que tenía la empresa ya que no tenía facilidad de adaptarse al
cambio, no tenía buen liderazgo, pues no contaba con la opinión de los trabajadores terrícolas ni los
dejaba participar, y no fue honesto a la hora de despedir a Robert pues este no tenía fundamentos para
despedirlo, sabiendo que él había hecho bien su trabajo, incluso mejorando el rendimiento de la
empresa.
8) ¿Cómo solucionarías la situación de MARS en su nueva filiar en la Tierra?

Se realizaría un listado de los posibles candidatos a dirigir la nueva sede de Mars , evaluaciones por
competencias donde se muestre la capacidad y facilidad de adaptación sentido de pertenencia con la
empresa y sus empleados que sea una persona honesta que tenga claro que se debe trabajar en grupo
con retos por cumplir y logre tener éxito.
 EQUALITY TO YOUR COMPANY: HERE ARE THE BENEFITS YOU CAN REAP

You know what’s amazing about my job? I get to challenge stereotypes and break
down traditional work structures so that everyone – particularly women – benefit
from a system that champions gender parity and promotes family life as a top
priority. Although my three-year-old loves that I work at a chocolate factory (this
makes me very popular with every child I know!) I hope that by the time my daughter
is working, and maybe has children of her own, that she’ll never have to ‘choose’ a
career or motherhood. Fortunately, at Mars, I’ve never had to choose one over the
other.
As it is today, there’s plenty to be done in leveling the playing field for women in the
workplace, and even more so for working mothers.
One study found that 72% of people disagree with the statement: ‘a man's job is to earn
money – a woman's job is to look after home and family’, but only 7% of survey
interviewees felt mothers of under-5s should have full-time jobs. For me, I really believe
that this kind of thinking is pretty archaic, or at least it is to us at Mars.
Changing Industry Stereotypes
Supporting gender equality starts with tackling the ‘status quo’ in male-dominated
industries and departments, by looking at new and innovative ways to fill them with the
best talent. In one of our factory sites here in Australia, where 90% of the workforce was
male, my HR team and I set ourselves a target of hiring women for 50% of our new roles.
To make joining Mars more attractive to female candidates, we first had to consider why
the site had an existing gender imbalance. Factory work is shift work, which means there is
possibility of working evenings or weekends. Another factor is that factory work is
commonly perceived as being mainly labor intensive, physical work – which isn’t
necessarily the case. These aspects often put women off who have family commitments.
So what we did was refreshed our approach and removed unintentional gender bias from
our adverts, for example, making it clear what the role required and we included an
accurate depiction of the physical demands. We also ensured that in our interview stages,
we’d never say ‘no’ to a candidate purely on their circumstance, or if they required a little
flexibility.
Another step we took was to ensure all our interviewers were trained on gender bias, and
had reset their expectations around what the key cultural attributes, leadership and
functional competencies are required to work in the factory. The intent was to ensure our
team knew what we were hoping to shape, and that they understood our commitment to
diversity and inclusion.
Lastly, during the interview process we also included diverse interviewers. This was a
game changer for us, as having a diverse panel meant validation and healthy discussion
around the candidates best suited to join our team. It was also an opportunity for candidates
to meet females who worked in the factory, and progressed in their careers with Mars, as
well as having the opportunity to ask questions about what working in a factory truly
entailed.
With these measures in place, we actually exceeded our onboarding target: 51% of the new
Associates who joined were female – it was a great first step.
From The Top Down
The factory was just one example of our efforts in making gender equality a reality at Mars.
It means a great deal for us to make life comfortable for working mothers – particularly for
me as a mother of young children in a leadership role.
Therefore, it’s important that our policies reflect this. We provide generous parental leave
and we’re encouraging women to make sure they take the time off they need. Each line
manager looks at leave on a case-by-case basis, so they can see what’s possible and what
can be accommodated. Great talent needs to be retained; if what they ask for is some
flexibility then giving them this is a no brainer.
My own personal experience is a great example of this. I was promoted into my current role
as Human Resources Director at Mars whilst I was eight months pregnant. My General
Manager and the entire leadership team were of course aware that I was having a baby, and
completely supported me. My friends, family and people outside of Mars were completely
blown away by the support my line manager and the organization had shown me.
Whilst I will be forever grateful for the promotion and the opportunity provided to me, I
hope that across all organizations we can replace this ‘surprise’, with ‘expectation’. I think
that if you have the right skills and experience for a job, then it’s only natural to expect to
be promoted when a post opens up.
But, perhaps it’s no surprise that I’ve been well supported by Mars. Mars is a large FMCG
player, generating almost US$35 billion from our food, confectionery and pet food brands.
However, at its heart, it is a private, family owned business and this shines through in our
culture. Across my local Australian Leadership Team, 70% of the GMs’ direct reports are
female – and are working mums. Personally, I feel like their experience of balancing work,
family life and other commitments only makes them more empathetic line managers.
We’re All Part Of The Conversation
By and large, we still live in a society where most senior business leaders are male. If we
want to shift that dynamic and truly want to see greater gender equality in our workplaces,
then we need more widespread support for women.
Let me shine a light on some jarring statistics:
Currently, 67% of women who are not working by choice would likely return to work if
they had flexible hours. For nearly two in five parents, work prevents them being able to
say “goodnight” to their children often or all the time. In Australia, just 16.5% of CEOs or
heads of business are women; yet closing the economic gender gap 25% by 2025 could add
some $5.3 trillion to the world Gross Domestic Product.
And some more hopeful ones:
At Mars, I represent one of the women that make up 42% of our talent pipeline globally,
which we’re aiming to increase by two percent each year. Globally, one of our next key
focus areas is Sales - of which women now represent 37% – up from 32% just two years
ago.
All of us are responsible for changing attitudes towards women in the workplace and
working mums. It’s about being part of the conversation and sharing our stories; celebrating
where change is already happening, and where it still can be improved. For businesses,
culture change happens from the top and so it is important to adopt a mindset of acceptance
and inclusion, as Mars have. It is only then that gender equality finally becomes a reality.

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