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1

Leadership in the fishing cooperative in Mexico

100%
Contreras Loera M. R., Velarde Valdez M.
Journal of Intercultural Management
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2014
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vol. 6
|
issue 4-1
147-157
EN
The need to compete and grow encourages changes in organizations. In the fishing camps are created cooperatives, which know the reality of the environment and work with the aim of contributing to the development and progress of the fishermen and their communities. It is fundamental the role of its leaders, who have a responsibility to promote change in attitude and teamwork, to achieve personal and collective goals. This paper presents preliminary results of a larger study which main objective was to identify the type of leadership that dominates in the management of the Sinaloa fishing cooperatives. The study was conducted under the qualitative paradigm; data collection was carried out with semi-structured interviews with managers and former directives of fishing cooperatives located in central Sinaloa, complemented by the application of a questionnaire covering their socioeconomic profile. The main findings show that managers are fishermen, cooperative members, elected by the General Assembly as the highest organ of administration, with an average age from 35 to 45 years old, with basic school grades. They know about the productive activity of artisanal fisheries and occupy the job of president of the board in periods of 2-3 years without administrative preparation to run them. Regarding the predominant style of leadership, managers of fishing cooperatives say their efforts are focused on the development of organizational tasks such as setting goals and targets for each fishing season. In relation with the development of human relationships among members of the cooperative, indicate that their main concern is the quality of mutual relations and the level of involvement of partners, and with that in mind they implement strategies for the integration and participation in the opinions and decision making for the members. With the above it is concluded that managers of fishing cooperatives are young fishermen who run the organization with little training for the development of their job and they practice predominantly a style of democratic leadership, because they promote the participation of partners in both contribution of opinions as in decision making, strengthening the trust deposited in him at the time of his election as leader.
2

Fisheries cooperative organization and sustainable development in the rural community

100%
Contreras Loera M. R., Zulawska U.
Journal of Intercultural Management
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2013
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vol. 5
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issue 1
19-28
EN
Fishing cooperatives are located in areas characterized by basing its economy on natural resource use. This representation suggests the need to implement practices that contribute to economic, social and ecological region. This paper presents preliminary results of research aimed at identifying the impact of fishing cooperatives in sustainable development of the region. The collection of data was conducted through observation and semi-structured interviews. The findings suggest that in Sinaloa there are fishing cooperatives facing problems resulting from overfishing, overcapacity of fishing fleets, increased fishing population and poaching, the unclear definition of fisheries property rights and fisheries management, among others. Even though, the government provides support to solve them but they are insufficient. From the above it is concluded that the situation of the fishing cooperatives and the communities where they operate, has become a social problem that cannot be solved without the participation and involvement of stakeholders and is required to form a common front to improve economic, social and environmental development by joining efforts with the government and the people of a community
3

Las organizaciones cooperativas: el proceso administrativo como parte de la gestión directiva

100%
Torres Jaquez M. C. M. E., Contreras Loera M. R.
Journal of Intercultural Management
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2013
|
vol. 5
|
issue 1
51-61
EN
This paper shows partial results of a larger research that addresses the administrative process and its relationship to the use of government policies, as part of the management model of the cooperative fishery. The specific problem of this work is on the case of cooperative organization in Sinaloa and administrative process, as part of the management that makes the manager, which requires implementing strategies and techniques of common ownership structure and democratic management. The research was conducted in Sinaloa, the collection of information is performed using a semistructured interview three managers of the fishing cooperatives. Among the findings may indicate that the reality of fishing cooperatives shows that have analyzed the structure for executive management, however, evidence is emerging that planning and the most important decisions, such as date of capture and improving the physical infrastructure is not up to them, in these conditions we can see that although the steps are covered adequately, little will have been planning, since it is defined in the action lines to start the administrative process.
ES
El presente trabajo muestra resultados parciales de una investigación más amplia que aborda el proceso administrativo y su relación con el aprovechamiento de políticas públicas gubernamentales, como parte del modelo de gestión de la organización cooperativa pesquera. La problemática específica de este trabajo se sitúa en el caso de la organización cooperativa en Sinaloa y el proceso administrativo, como parte de la gestión que realiza el directivo que requiere aplicar estrategias y técnicas propias de la estructura de propiedad común y la gestión democrática. La investigación se llevó a cabo en Sinaloa; el levantamiento de información se realizó a través de una entrevista semiestructurada a directivos de tres cooperativas pesqueras. Entre los hallazgos se puede seńalar que la realidad de las organizaciones cooperativas pesqueras analizadas muestra que cuentan con la estructura para realizar la gestión directiva sin embargo, se evidencia que la planeación es incipiente y que las decisiones más relevantes, como la fecha de captura y el mejoramiento de la infraestructura física no depende de ellos; en esas condiciones podemos advertir que aunque las etapas se cumplan adecuadamente, poco habrá servido la planeación, ya que en ésta se definen las líneas de acción para iniciar el proceso administrativo.
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