Companies: what them makes them best places to work… Studies of climate organizational… [Megaposts]

About the management of human resources in organizations

About Human Resources Management:

1. Vision, mission, values and commitment to the Organization
2. Culture organizational. Concept
3. The corporate culture
4. Companies: what them makes them best places to work
5. Studies of climate organizational
6. The factors of it culture organizational and its relationship in the satisfaction of them medical and them patients in the consultation external
7. Culture and climate organizational
8. Address values in relation to cultural change
9. Code of ethics Petrobras Argentina
10. Importance of the culture and the communication institutional
11. Reconciliation of work and personal life in a public company: the case of AENA
12. Benchmarking: how learning from the best
13. 5 tips to start to make Benchmarking
14. Planning is essential to lighten the responsibilities of senior management
15. How is the staff turnover calculated?

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[ 1 ]

Vision, mission, values and commitment to the Organization

In the organizations of today is makes imperative a new system of learning for direct and enhance the development of skills of them people, of mode such that, the intelligence corporate depends on largely of them political of management human that is exercise in each organization.
Efficiency is the indispensable foundation that every individual in the organization develops its human potential to stand out through work coordinated team, in response to the needs of their customers and environment.
It management strategic, aims to integrate to them people in the system organizational for link is directly to the strategy business, its vision, mission and values, with the objective of mobilize creatively, the capabilities and talent of them individuals and teams, towards the achievement of objectives of development corporate and social.
New learning outcomes required for the development of more efficient organizations, construction of new visions, in which imposed the dynamics of change, towards more participatory, aware and empowering the image dimensions positive your destination. In this way the person who change their self-image will transform also his personality and behavior, through the practice of the personal domain, which implies a process of human improvement constant and the consolidation of a successful, responsible for their actions moral personality and ethical guidance which allows you to be proactive and not reactive, to different situations, consistent with the values and principles of respect for the coexistence and the rights of others and own.
In the organizational dynamics shared social responsibility of members, is directly linked to the indicators of impact against the customer. The positive characteristics of human talent, define the service profile of a company, i.e., its image, its leadership position and its ability to compete against an ever-changing environment.
We see that we are the result of our feelings... Therefore, the values are expressed in the image we project being the result of the quality of our feelings. Low levels of communication between teams that work in an organization, generate desmotivantes and conflicting, business climates, the mishandling of information affects the deterioration of productivity and quality of processes.
Our capacity to communicate us efficiently facilitate them processes of motivation and productivity of the company, strengthening our commitment and sense of belonging with the institution.
Is fundamental, in this time of changes organizational, social, technological, political and economic accelerated, establish a Code of ethics that guide our culture corporate of service, which undoubtedly depends on of the understanding and capacity of the people and organizations for the construction of new values and processes of learning.
Is understood by Vision, the idealization of the future of the company. When there is clarity conceptual about what is wants to build to future, is can focus the capacity of address and implementation towards its achievement of way constant. Them aspects strategic to reach the vision is must concentrate in three lines fundamental of action: training, re-engineering of processes and certification of quality.
When there are Vision shared in a company, there is a strong feeling of identification and commitment in the heart of the people, so the road towards the future it carried out all, providing and developing potential. It is a path which originates from people inside, through the construction of a Personal Vision, according to which, is not enough to increase the skills of the people, but that it is also necessary to improve them, which means ability and willingness to understand and work with the forces that surround us, with spontaneity and joy.
The practice of Domain staff, according to Peter Senge (1990) supposed to learn to keep a clear personal vision of the reality surrounding us. The conviction and commitment to a vision of the future can achieve clear, patient and persistent, actions in the process of personal change to achieve the expected results.
In an organization not is enough that the director general have a good idea of the future and the determination of see it made, but is necessary that, the manifestation of that idea in action is a goal of all.
There will be that think in some model that is capable of expressing it and grant you meant.
He statement that synthesizes them main purposes strategic, as well as them values essential that should be known, understood and shared by all the individuals that make up an organization, is what is called mission.
He objective of the mission is Guide and optimize the capacity of response of the organization before them opportunities of the environment, by what is it defines whereas four aspects: strategy, purpose, values, political and standards.
The purposes and values of the Organization have as purpose generate a commitment shared within the culture organizational. Moreover, them political and standards serve to define them concepts of productivity, efficiency, quality and profitability, among others, which configured, jointly with the leadership and positioning, them factors key of the success that determines the compliance of the image target.
Is understands by image target the determination of States positive and desired that the Organization in their plans, aspires achieve starting from a situation negative or problematic specific. In such sense, has that be compatible with the scenario more likely, or aspire to it more desirable, to the same time be consistent with the Vision and mission of the entity that plan.
The management of the image and the reputation of an organization is done through the communication strategic. The new paradigm of communication means to assume different shapes, the traditional administration, to communicate with internal and external stakeholders.
Communication is so strategic organizations axis, there is no transaction without communication. Manage the reputation of an organization involves both physical and social and emotional capital capital coordination, to which all members of the Organization are responsible through the efficient management of their internal and external, formal and informal communications. The strategies of communication are directly linked to the plan of business of the organization.
All organization must carry to out a political proactive of communication, because is from that that is built the prestige or reputation of a brand, company, product, service, business or person.
The good or bad image that the public or customer have of an organization depends on largely to the correct diffusion that is make of she through them media of communication and of the image that their customers internal and external transmit. A comment positive of a medium of communication, or of a client satisfied, boasts of more credibility that a notice advertising.
The image corporate is the totality of ideas or situations on the reputation of a company. Is a phenomenon of opinion public, product of the appreciation that the people has about an organization and of the information that was accumulated through the time. Is therefore, the result of all those experiences, impressions, beliefs and feelings that have the people on a company or organization.
In a market so competitive and changing, the image corporate is an element final of differentiation and positioning. As well as the companies must adapt is to them changes with a speed and depth, never view, of equal way must adapt its image, for transmit such changes.
However, we must not confuse branding with corporate identity since the latter is comprised of those invariant of the organizational culture that features through its history, philosophy, purposes and results have become significant for its people. Arises so of the diagnosis of them attributes essential of the Organization, of its values and alleged between "what is" and "what is proposed be". An efficient management of the identity of an organization assumes the establishment of standards of conduct and performance for all and each one of its members. He is also expressed through an common ethic, a style of communication with its customers, as well as also a same feeling about the history and traditions of the company, which translates into a commitment and a shared vision about the quality of the product/service and what each who brings in their sense of wholeness. If this is assimilated in a conscious way, we can talk about organizational culture as a set of intrinsic values that help people to identify which actions are acceptable and which others do not.
El proceso de formulación de una estrategia implica, por una parte la exploración ambiental, identificando las situaciones y tendencias complejas que se deben afrontar, la exploración organizacional, en tanto que estado presente de la empresa y, la exploración de las oportunidades, investigación y eximen creativo de las posibilidades que hay que considerar al ubicar el éxito de una organización dentro de un contexto específico. De acuerdo a estas premisas , la construcción del modelo estratégico del éxito, pasa a ser la base para el desarrollo de la organización.
Se consideran oportunidades, las situaciones o circunstancias del mercado, entorno sectorial, macroeconómico u otro, que puedan favorecer de manera significativa el desarrollo de la organización. Son amenazas aquellas situaciones que afectan negativamente el desarrollo de la organización.
Cómo aprenden o no aprenden las organizaciones (Karl Albrecht, 1996):
Una organización que no puede resolver problemas, solucionar desajustes y afrontar amenazas, no puede explorar sus ….

OPORTUNIDADES

Los desajustes no resueltos impiden que la organizaciones afronten las ….

AMENAZAS

Los problemas no resueltos significan que los
líderes deben abordar …

DESAJUSTES

Entonces ellos y sus equipos deben resolver…

PROBLEMAS

… si los trabajadores no pueden realizar sus …

TASKS

"The thinking systemic is a discipline to see totalities. Is a framework to see interrelations instead of things, to see patterns of change instead of "instant" static"(Peter Senge, 1990)."
He change of approach to which us invites the thought systemic, implies out of the so-called according to which them people are beings that is limited to react with impotence to assume them as participants active in the modeling of the reality. "Instead of react to the present is creating the future". In them organizations, the prognosis, it planning to dry and them methods analytical conventional, not are equipped enough to face the complexity dynamic, of mode such that, to understand them situations business will be necessary observe it complexity dynamic and not the complexity in them details.
The practice of the thought systemic begins with the understanding of a concept simple called feed-back or feedback, that shows how those acts can reinforce is or counter is (balance is) between if. It is of recognize types of structures recurrent. Patterns of behavior. Systems of beliefs. Alleged that act in our motivations.

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[ 2 ]

Culture organizational. Concept

The behavior of the employee is given in a complex social system. The behavior of the employee (B) according to the social psychologist Kurt Lewin, depends on the interaction between personal characteristics (P) and environment (E) that surround it, or B = f (P, E). Part of that environment is the social culture, which provides ample clues about how it will lead a person in particular environment. More specifically in the workplace, the actions of the employee will be affected by the papers be read signen and the level of status granted thereto.
But another powerful factor that determines the individual and collective behavior are in within the organization. Sometimes called atmosphere or work environment, organizational cultureis the set of assumptions, beliefs, values and norms shared by its members. Creates the environment human in which the employees perform their work. A culture can exist in an entire organization or you can refer to the environment of a division, subsidiary, plant or Department. This idea of organizational culture is somewhat intangible, since we cannot see it or touch it, but is always present everywhere.
As the air in a room, it is wrapped and affects everything that exists in the enterprise.
As a concept of dynamical systems in the culture influences almost everything that happens in the heart of the organization.

Characteristics of organizational culture

Organizations like fingerprints, are always singular. Each a has its own history, patterns of communication, systems and procedures, statements of philosophy, stories and myths, that in its totality, constitute its culture. Some present an atmosphere of much dynamism, others have an environment of tranquility. Some are affable and friendly, others give the impression of being cold and aseptic. Over time the culture of an organization comes to be known by employees and the public. The culture is then perpetuated because the organization tends to attract and retain individuals who appear to accept their values and beliefs. In the same way that the people decide to move to certain regions (for humidity, temperature or rainfall regime) also employees will choose the organizational culture that prefer as working environment.
Rarely employees talk explicitly about the culture in which they work (though this began to change when the popularity of cultures had a peak point in the 80's).
Most of the cultures evolve directly from the examples given by high-level executives, who have a powerful influence on his subordinates. Finally, cultures can be characterized as relatively "strong" or "weak" according to the degree of influence in the behavior of employees.
There is a positive relationship between certain organizational cultures and performance. In a survey of more than 43,000 employees in 34 companies, the researcher came to the following conclusion: "the features cultural and behavioral of them organizations exert an effect measurable on the performance of a company".

Measurement of organizational culture

It is not easy to measure systematically the cultures and compare them, but it is important to try. These measurements are usually based on analysis of stories, symbols, rituals and religious ceremonies for some tracks. Among others we used interviews and questionnaires with the purpose of judging the values and beliefs. In others cases, the examination of them statements of the philosophy corporate has provided ideas on it culture adopted (them convictions and values that the organization declares publicly) another method consists in perform interviews direct with the personal and find out their perceptions of the culture of the company.

Communication of the culture

If the organizations want to create and direct of way aware its culture, have of have it capacity of communicate it to the personal, especially to them employees of recent income. Them individuals general, are more willing to adapt is to a culture organizational during those first months of work, when want to please to them others, be accepted, familiarize is with its new environment labor.
Socialization is the process that consists in constantly transmitting to employees the fundamental elements of the culture of an organization.
Includes both formal methods (for ex. military indoctrination and training in the enterprise) and informal means (such as the assistance of a mentor) to capture the attitudes, thoughts, and behavior of the staff.
From the perspective of the Organization, socialization is printed on employee fingerprints from it. From the point of view of employees, is the process of "learn the rules of the game" that allow them to survive and prosper in the company.

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[ 3 ]

The corporate culture

The corporate culture is, in my opinion, the most complex part of the corporate because it has to do mainly with human nature. Many times, when I explain to my students the concept of corporate culture, I compare organizations with people, since in both, I tell you, there are some areas easily accessible to observation and others, however, very opaque, which can only be reached indirectly through the analysis of behaviour, of attitudes, which explain its meaning express or manifest not the symbolic the implicit. In organizations it exists, as in the human mind, a sort of unconscious; This is where lies the core of the corporate culture of an organization.
However, the corporate culture is not, despite what was said, an ornament for use and enjoyment of hot minds to the vague. Very to the contrary, currently is a made emerging within the corporate because, finally, them organizations begin to assume that the key decisive for the success is in them people, exactly in it ability that those organizations have for release them potentialities hidden or asleep of its personal and take advantage of them fully in the achievement of their goals corporate, which must be converged with them of them people that inhabit those corporations.
The majority of management and human resource development programmes have limited effectiveness because they are not started by a rigorous analysis of the culture of the organization that allow their subsequent adaptation to existing enterprise project. Many of these programs introduced in the organizations procedures, some of them very rare, which fail to root for the scarce involvement getting between the personnel precisely because of its inability to mobilize those latent energies.
The adjustment of the culture corporate to the project business, or your change if that is opposed to the development of this, must be the point of split, the grade zero, of any strategy corporate current; to do this, but before discussing instruments for the adaptation or change in culture, we must understand what is their nature. This chapter dedicated to this endeavor.
APPROACHES TO THE CONCEPT OF CORPORATE CULTURE
What is the corporate culture? What is it made of? These are the questions that it is necessary to answer with clarity before establishing bases from which to manage culture in an organization. And it must not be easy task judging by the amount of conceptualizations that can be found in the literature to use.
Edgar H. Schein, from the ethnographic theory, defines culture as a model of basic assumptions - invented, discovered, or developed by a group given to learning to deal with its problems of external adaptation and integration-which have exercised enough influence to be considered valid and, consequently, to be designated the new members as the correct receive mode thinking and feeling those problems. These basic assumptions, said Schein, operate unconsciously and defined, in both basic interpretation, the company vision of itself and its surroundings.
In culture, there are two levels according to this author: the "core", in which inhabit these basic assumptions, which are those that can really explain organizational behaviours, and the "periphery", which is where you can see the surface manifestations of culture, from which, and their analysis, will discover the true meaning of these basic assumptions.
For José Antonio Garmendia the notion of corporate culture is born from the intersection of the antropologico-funcionalista theory of 'culture' (the organization is perceived as the basic principle for achieving objectives) and a relativistic and dialectical conception of the Organization itself (designed in a flexible and adaptive), intersection from which arise the three conceptions of the culture of the company that this author points us :
Culture as - crystallization of the environment.
As design-strategic internal culture.
Culture - such as self image of the organization.
In the first case the culture is a subsidiary of the environment, which is the first factor of influence on the organization. Thus, factors such as the institutional environment or the socio-political and regulatory framework of companies would have greater weight than other events, more genuinely business, such as certain technological or structural features.
Culture can also be a management tool. Known Anglo-Saxon aphorism management by culture emphasizes precisely this potential that culture has to adapt, contingent and flexible, the Organization of a company to the tasks and activities carried out. Culture would benefit, in this case, the type of organization most suitable for the satisfaction of their goals. Two clear paradigms within the sociology of work - there are, in this sense, System Management (SMG) mechanic and the organic system of management (SOG) - that match, also paradigmatically, two types of corporate culture that Garmendia synthesized in the following manner:

SYSTEM MECHANIC SYSTEM ORGANIC MANAGEMENT
Organization

The strategy follows the structure the structure follows strategy
Functional organization for products
Centralization, decentralization and delegation
Line more staff line and staff

Personal

Selection and evaluation of formal informal selection and evaluation
The performance-oriented management style relations-oriented leadership style
Downward communication communication ascending and transverse
Extrinsic motivation, intrinsic motivation
Turnover Stability and recycling

Culture

Weak strong
Estates corporate
In the third case, the culture is understood as the "self-image" or perception global that the personal of a company has of this. That self-image identified with the culture corporate summarizes them meanings, symbols and values shared by the Organization, and how much greater is that consensus, more strong will be the culture. Is reasonable thinking that while more positive is the self-image best will be them results business and the capacity of project that perception positive to the outside of the company.
For Charles Handy and Roger Harrison the culture is a luck of "ideology corporate" that is express from the mode in that every organization manages a set of factors that can be grouped in four variables General:
Their forms of-thinking and learning.
The relations of-power within the organization.
The forms of-influence and change.
The instruments of-motivation and reward.
Starting from these variables, Harrison first and Handy after, established a typology that includes four types different of culture corporate: culture of the power, of the function, of the task and of the person.
For Andrew Mayo the culture, that is the way that has each organization of do them things (the way we do things around here, according to says literally) is the result of the interrelation of six factors of nature very different, between which is mixed those of nature intangible and difficult observation with others that is expressed of way explicit in documents internal of the Organization and in behaviors observable. These components of the culture that says Mayo are:
-The values and the beliefs
-The rules of behavior
-The policy written for the Organization
-The motivation vertical
-The systems and processes formal and informal
-The networks internal existing in the Organization
The list of authors who have approximate, from consulting and from the Academy, the concept of culture is almost endless. This selection I just expose collects only those nuances of these approaches I am more in tune, and very especially with Edgar H. Schein approaches.
Although not is still point of view very Orthodox for explain what is it culture corporate, makes already time that think that them organizations, equal that them people, possess a luck of "psyche corporate" that houses all type of materials (behaviors, attitudes, values, beliefs, presumptions, rituals, customs, tics...) some of which is manifest expressly, are observable, is can act easily on them... constitute what could call "it awareness corporate". Others, however, only is manifested implicitly, or it make through behaviors manifest that contain meanings and attitudes latent, are only observable of way reflects... is housed, in end, in the unconscious corporate. Both types of materials form the culture of an organization.
The first include, for example, how to manage
To the define the culture as it construction social of the identity I want to tell that it organization, them people that it inhabit, built meanings, giving you a sense particular to them made that define that identity. This made not is very remote of the anthropology cultural; for example, be Castilian, Andalusian or catalan has, for all them Castilian, Andalusian or Catalan that have built a culture specific of that condition, a significance special that emanates from his identity as citizens of those regions. It same happens with them members of an organization, provided have assumed, have built, their traits of identity as a form cultural differential.
The culture corporate, it have said already in any occasion, has that see, fundamentally, with the nature human in their manifestations group, and by this reason is by which always have considered more fruitful them approaches psychosocial for their study. It culture is the instrument that the groups human inserts in an organization have to give sense to your activity, or perhaps to find sense to that activity.

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[ 4 ]

Companies: what them makes them best places to work

Are organizations where really it more important is it people, with heads that are communicated of way clear and listen to their contributors.
Heads that is communicate of way direct and daily with their employees, organizations that really apply the motto of that it more important is its people and wages that lead to them workers to consider is well paid, are them features of them 25 best companies to work in America Latin.
He listed, that just of make public the company of consulting in resources human Hewitt Associates and the magazine America economy, is elaborated after an analysis based in 200 nominations sent by equal number of companies of 20 countries of America Latin.
After a work of review from a group of experts, is selected them 25 companies that comply with them five requirements considered basic to convert is in the best employer.
In the list not displayed any company Colombian. The country with largest number of companies in this ranking is Mexico, with 8 companies selected, followed by Brazil with 4, Peru with 3, with two companies are El Salvador, Dominican Republic and Chile and with of to a company are Argentina, Honduras, Venezuela and Guatemala.
The first company in the ranking of best employers is a security company in Peru, which has also won an important recognition in that country for his social work, as it manages one of the most admired disabled employment programs.
But what do these companies so that their employees are so pleased to work there? Craig Bruce, leader of the practice of consulting of talents and organizations of the company Hewitt said that "even when these organizations represent various countries, was interesting discover through our analysis that all share five characteristics common".
They have to do in the first place with the kind of leadership that is practiced. The senior executives of these companies "really think and treat their employees as their most important asset." He study found that in these companies the 88 percent of its employee believe that this statement it meet their heads, while in other companies this affirmation it share the 52 percent of consulted. These leaders also are more open in their communications with their employees, consulting widely to his subordinates.
Second, these organizations develop HR programs to optimize its impact on overall performance. The third characteristic is that these companies offer career opportunities and allow the training and development of employees. Fourthly, there is a good balance between life, work and diversity, i.e., that offer more benefits, programs and flexible work plans, through which employees can have time for themselves and their families. The fifth issue has to do with compensation and recognition, because 80 percent of the employees of these companies feel that they receive a fair salary in relation to the market, compared to 49% of employees of other firms. "Also are more likely to say that their performance has a significant impact on your paycheck (79 percent) compared to employees of other organizations (49 per cent) and receiving recognition beyond his salary for his accomplishments (73 percent) versus employees of other organizations (39 percent)," according to the study.

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[ 5 ]

Studies of climate organizational

In the present article is presents a synthesis prior of which are the factors external, internal and of result that Act on the climate organizational and that have allowed the increase of them studies in this area theme.
In function to this increased demand is pose certain guidelines methodological that can help to those interested to carry out studies of this type both to level theoretical as in contexts organizational specific.
The modern consulting organizations national and international, organizational climate studies are those who most have seen increased demand.
Can rehearse an explanation systemic of this phenomenon by placing them factors external, of process and of result that have contributed to this increase:

External contributing factors:

Them new approaches business on the culture organizational that stresses each time more the important factor of leverage that plays the culture in the business. Thus we speak for example an export culture, a culture of entrepreneurship, a business culture, a culture of employability, etc.
Culture and climate are according to specialists, such as the consulting firm P.A & Partners (1) fully associated. The culture precedes to the climate and acts as its base or Foundation. Culture is thus a permanent factor of which the climate is derived, but while the culture is more consistent, the climate is more variable. Internal or external factors that Act on it can do so vary at any time.

Contributing factors of process:

The Association that is making modern management among human resource productivity and the working environment. The climate is increasingly a factor that reflects the facilities or difficulties encountered the worker to increase or decrease their productivity or to find your balance point. Therefore evaluating the working environment which is being done is to determine that difficulties exist in an organization at the level of human and organizational, external, or internal resources that act facilitating or hindering the processes that lead to the productivity of the workers and of the whole organizational system.

Factors resulting from:

The redefinition of the concept of resources human, that has changed, from a concept and a role passive to one active coming to constitute is in the axis central of the management of business. This reality therefore us leads to the need of evaluating permanently through the resource human as is the management of the organization. Them studies of climate is converted then in an of them tools more complete and powerful that we allow evaluate and measure as are acting certain factors of income or inputs on the climate, that will act as a factor mediator by be located in the Center, between the input and the product resulting, specifically according to them specialists, in the perception of the same worker and that goes to allow the factor or effect resulting : individual and organizational productivity.
The concept of climate labour is therefore very complex, sensitive and dynamic at the same time. Complex because it comprises a number of components, sensitive because any one of them can affect you and dynamic because studying the situation of its components we can improve them by applying corrective measures that may be necessary. This situation contributes to organizational climate studies to turn in more and more relevant and necessary.
Against this background and to contribute to the purposes of this study, is pertinent to ask the questions that are posed the methodologists whenever they want to prove the viability of any research study: that research (problem) the as research (methodology) and so (objectives, importance, benefits) research.
1. what research on organizational climate? Possible problems of research in climate studies.
The preceding analysis helps us to open a wide range of possibilities for study on the organizational climate in such a way to make them better we have to carry out a classification that allows us to simultaneously select and locate the study to be carried out. So that we can have two levels of studies:
a level macrofenomeno studies: Are them of nature substantive or Basic that contribute to know more on the nature of the climate and that include the research of the phenomenon or made in itself and the relations that can save with others phenomena or made taxpayers or resulting. These studies would have the purpose of develop a greater theorizing about the subject and not is located in a field application specific.
In this level we could study the following:
• The situation of them contributing external as can be those factors located in the environment external of the Organization and in the culture organizational.
• Internal contributors belonging to the human resources as such capabilities, perception, skills, motivation, knowledge, experience, training, etc., and others who are linked to the generation of climate.
• The process such as dimensions or indicators inherent in weather, from the theoretical point of view.
• Productivity resulting from factors that directly relate to the climate. as for example the identification of the factors of climate that increase, decrease or maintain productivity in the right balance.
• Could study also all them combinations possible starting from the each one of these themes, so some of these problems combined could be of type associative as them relations existing between culture and climate organizational, between them features of them resources human and the generation of the climate, between the situation of the dimensions of the climate and them levels of productivity. Can be also of type causal-explicativo, in which certain causes generate certain effects as e.g. as influence the culture on the climate organizational or them effects that generate them dimensions of the climate on the levels of productivity, etc.
b. studies at the level of microfenomeno: are those of nature applicative and us allow know the situation of the climate in an environment organizational specific. These studies have the utility of diagnose the climate on-site and detect which of their factors or components are affected, detecting the causes and levels of involvement.
Is can get more beyond and uses them studies of climate to regular the correct operation organizational of such way that the Studio is preventive and not only reactive. Is investigates to prevent them problems before these are present externally, hauling consequences negative in the productivity and worse still in them results financial.
What should prevail in any case is the situation detected systemic throughout the Organization and that warrants a study of climate.
Studies of climate at this level according to different authors could be specifically linked to certain dimensions or aspects of inherent climate analysis and which have already been defined by researchers as variables of measurement and evaluation.
Litwin and Stinger (1978) were the first to determine that the organizational climate included nine components: structure, responsibility or autonomy in decision making, the received reward, challenging goals, relationships and cooperation among its members, the standards of productivity, the management of the conflict, and the identification with the Organization
The consultant there are Group Venezuela, (3) has identified six critical dimensions of climate are measured through an instrument specially built for this purpose called ECO (organizational climate study):
• Clarity: everyone in the organization know what is expected of it he/she
• Standards: are established objectives challenging, but achievable
• Responsibility: the employees have with authority to achieve objectives
• Flexibility: not there are rules, nor political, nor procedures unnecessary
• Recognition: the employees are recognized and compensated by the good performance
• Spirit of team: the people is proud of belonging to the Organization
According to this consultant when employees get a high score on these dimensions, they are saying that they are motivated by their place of work; It is a pleasant and productive place to be; they give the best of themselves and are confident that will be recognized for their contribution. When they get a low score in these dimensions, they are saying completely otherwise and the organization runs the risk of seeing this become a decline in morale, performance and profits.
To gestate consultant (4) variables to be measured would be the following twelve: organizational clarity, organizational support, progress and development, communication, compensation, cooperation between units, benefits, leadership, physical environment and safety, organization of work, identification with the company and participation.
In any case and for a more effective investigation recommended that these dimensions can serve as reference elements that each company can choose the research variables and dimensions it deems relevant to the problems detected or prevented.
The dimensions of analysis must be fixed by a computer linked to the topic and can participate in human resources specialists and specialists in other areas. Is preferable that is a team multiarea to avoid the biases in the vision of the theme. The hypothesis on which would be the possible dimensions that will intervene in any instrument of detection and evaluation of the climate have that be validated by them members of the team of experts. This means that must exist an agreement consensus of which are the dimensions of climate that correspond be studied in correspondence to the type of organization in which is found.
b. how research on climate organizational?
Methodologically climate micro-level studies comprise the same stages that any scientific research and are according to the consulting firm P.A. & Partners (5) as follows:
Stages in the research:
* Preparation-identification of the problem
* Planning-hypothesis General
* Implementation of the research
* Interpretation of the data
* Conclusions
* Suggestions
He as investigate comprises also the aspect instrumental of it research that in methodology responds to the choice of them technical e instruments that are more relevant for lift the information required on the climate of the organization.
The know-how of the organizational Consulting has designed a series of instruments linked to these dimensions that are already made and sold for its application or as part of the consulting programs as prepared. According to the consulting firm P.A. & Partners (6) techniques appropriate for this type of study would be the following:
* Questionnaires
* Interviews
* Observation
* Documentary analysis
* Group dynamics
* Discussions
* Projective games
* Analysis of critical incidents.
On these possibilities technical and instrumental is relevant recommend the use of several simultaneous, both because each a can provide a perspective different of the theme as because need that these confirmed by several routes them hypothesis that had formulated.
On if is more convenient the employment of an instrument already designed and in sale in the market or one own, this would be a decision that corresponds to them responsible of its application. Them made-up have the advantage of being instruments with validity and reliability guaranteed but the disadvantage that their dimensions can not be them more relevant or relevant in relation to the context organizational specific. Own in any event could better reflect the dimensions that we want to focus on their relevance or significance but must follow all the processes necessary to give them validity and reliability.
The validity is that a group of experts do agree which are the items or reagents which should be taken to study each of the previously agreed relevant dimensions and that this agreement is statistically consistent. That means that there must be a match not only on qualitative criteria of experts which are the items that correspond to each of the dimensions of the climate but also a quantitative coincidence or statistics as close as possible to the opinion of the experts on the items.
Validity means that the instrument has been tested in its content is that the items posed to measure climate are appropriate. This experts as also users themselves should determine it through trial or pilot applications, prior to the final application of the measuring instrument resulting in a statistical validation, i.e. statistically that items have been accepted and which rejected.
Reliability means that the instrument is so well made that we can rely on their results. To test the reliability is suitable use two applications of the instrument made with some intermediation of time between both and that in dropping results statistically very nearby.
c. for what research on climate organizational?
Or what is the same objectives are studies on organizational climate?
According to Alexis P. Gonçalves "knowledge of the organizational climate provides feedback about the processes that determine the behavior of organizational, allowing in addition, introduce planned changes in the attitudes and behaviors of the members, such as in the organizational structure or in one or more of the subsystems that compose it.
The importance of this information is based on checking that the organizational climate influences the overt behavior of members, through stable perceptions that filtered reality and condition levels of labour motivation and professional performance among others". (7)
These studies allow us in synthesis to perform accurate interventions both at the level of design or redesign of organizational structures, strategic planning, changes in the internal organizational environment, management of motivational programs, performance management and improvement of systems of internal and external communication improvement of production processes, improvement in the systems of remuneration, etc.
The possibilities are open and can increase even more. We must remember whenever human resource more valuable business capital is since it is that owns and develops the organizational know-how.
(1) P.A. & Partners - http://www.pa-partners.com
(2) Paulina Bustos, Mauricio Miranda, Rodrigo Peralta in gestiopolis
(3) www.haygroup.com.ve
(4) www.gestar.cl/cons
(5y 6) Source cited in (1)
(7) Alexis P. Gonçalves http://www.calidad.org/articles/dec97/artdec97.htm

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[ 6 ]

The factors of it culture organizational and its relationship in the satisfaction of them medical and them patients in the consultation external

Overview
The CCSS is a process of change, involving the transformation of the organizational culture. This type of exploratory research, describes five factors of the organizational culture and how affect the satisfaction of physicians and patients in the outpatient aspect indispensable for the change in the readecuado model of care.
The questionnaire technique was used to collect the information to the universe of the chlorite-Picado Clinic doctors and selected a random sample of 203 patients of outpatient. The information was collected in February 1997.
The results showed that less developed factors such as autonomy, structure and identity, could be influencing the low satisfaction of physicians for quality, continuity and coordination in care medical, and consequent decrease satisfaction by solving problems in patients.
Them appropriate relations interpersonal and the good try received by them superior, is related with an adequate satisfaction in them patients by the attention and communication that the medical you provides in the consultation.
The main dissatisfaction of them patients and them medical is the tardiness in the attention of the consultation and the slow response of them services of support especially in the system of granting of appointments. Them factors of it culture organizational related with it previous, are (I) the lack of identification of them medical with it institution, expressed in them arrivals late to them dating and it lack of knowledge of it mission of it same and (II) the lack of a proper structure (standards supervision), displayed by the little respect knowledge and supervision of it same.
It provide greater opportunities to develop the initiative of the physician, through participatory techniques and provide them with the resources and adequate incentives for their development, are the main recommendations to improve physician satisfaction for quality, continuity, coordination and the opportunity of medical services, and consequently to improve patient satisfaction by solving problems.
Also, is requires of a consolidation of them processes organisational by means of establishment of processes, standards, rules and procedures flexible that define them main actions technical and behavioral of the medical in the consultation, in order improve the punctuality and quality in the consultation medical, as well as of them services of support.

Introduction

The box Costa Rican of safe Social, institution autonomous, responsible of provide attention integral in the health and safety social, is located in a process of modernization, that includes a change in the model of attention for offer services integral in health that meet to them customers external and them customers internal.
A process of change, as that currently is implements in the Sector health, must embrace the culture organizational. This must be a variable within the transformation and modernization strategy, because nothing makes re-fitting the Organization of labour, if at the same time not it improves attitudes, values and behaviours of staff derived from the organizational culture.
The organizational culture is expressed by the performance of the organisation, therefore; the conduct taken by the employee in their social or occupational roles within the organization is derived from that culture.
Robbins defines organizational culture as ".. .a system of common meanings among members of an organization," 1. These meanings in common characterized the Organization and set it apart from others.
The system of meanings consists of the values and attitudes of the staff of the organization. It is a series of rituals, symbols, language, beliefs, myths, and others that are quite stable.
Eugenio Ramírez, extends the concept of organizational culture, defining it as ".. .a set of beliefs and values that are present in an organization in the form of explicit and implicit, formal or informal, visible or hidden, as manifested in a set of attitudes toward the company, to the environment, to work, to peers, to the clientele, to innovation" ", to decision-making, to wave technology toward the resistance to change, organizational climate, etc., either functional or dysfunctional." 2
This study analyzes the factors that affect the organizational culture and its relationship with the satisfaction of physicians and patients in medical consultation. The organizational culture factors analyzed are autonomy, structure, support, identity and tolerance to the conflict.
Autonomy as responsibility, independence and opportunity that employees have the means to pursue an initiative in the organization. The structure is used to modulate the behaviour of the employee the rules, regulations and supervision. Support refers to the support and kindness of managers. The identity is understood as the degree of identification with the organization. Finally, tolerance to the conflict, refers to the degree of conflict with other officials and a desire to be honest and sincere to the differences.

Materials and methods

This is an exploratory study, qualitative predominance, with cross-cutting analysis of the information, which aims to characterize the factors that affect organizational culture uy their influence on satisfaction of physicians and patients in medical consultation.
The study is led to out in the month of February of 1997, with them medical General and specialists with more than six months of work in the clinical chlorite chopped and with a shows random of that respond to a 90% in the level of confidence and an error permissible of a 0.06. Target factor was five, i.e. selected systematically one of every five patients who wait for an appointment. The total sample was 207 patients.
The study focuses on health care; However, it recognizes that the satisfaction of the patient is a perception globalizing, that includes others services. Is selected the care medical because is the main activity in the provision of services of a clinical peripheral.

Results

The Group of medical was composed by 16 men and 10 women, with an age average of 42.5 years, and an experience professional between them 25 and 29 years.
The results showed that physicians younger and less experienced, have a better degree of satisfaction and desires of change than the physicians of greater age and experience.
203 patients, of which 74% were women and the other men were interviewed. Age distribution shows that the group more consultant is that of the 20 to 29 years, which is also is the largest population group in the area of health.
Below are the three main aspects where you can see a relation between the factors of the organizational culture and the doctor or patient satisfaction.

Troubleshooting

Doctors find that they have a proper resolution of the medical problems (92% are satisfied); However, this opinion is not the same in all patients, who nearly 25% are dissatisfied with the degree of resolution of their pathologies.
Understand that solving health problems is required of good quality, continuity in the care and close coordination and support of related services.
The table 1 shows the comparison between them medical and them patients of them indicators mentioned.
Table 1
Comparison of indicators, according to
Group investigated clinical chlorite chopped,

February 1997

Indicator

Percentage of satisfaction

Medical

Patients

Satisfaction by the solution to the problems of health 92 74
Quality general of those services 68 75
Continuity in the services 52 84
Coordination with other services 52 81
Them data presented in the table previous generate doubt on the real knowledge of the medical for the grade of resolution, due to the contradiction in them results relating to the resolution of problems medical and it satisfaction in it quality, continuity and coordination of them services.
Would how recognize them medical that resolved the problems when the half of them considered inadequate the continuity?
Would how resolved so properly the problems, when the quality and the coordination with them specialists is just regular?
However, even respecting them results, is important improve the satisfaction of the patient reference to the grade of resolution of problems and the indicators that it determined.
Between them factors of the culture organizational that is related with the previous indicators identified by them medical is found:
(to) the lack of autonomy, expressed mainly by them few opportunities to exercise the initiative (54% of them medical).
(b) the lack of knowledge of the processes organizational in the consultation external (only the 65% indicates know it).
(c) the little guidance and supervision procedures in the medical consultation (84% denied having).

Working conditions

Recognized the importance of an environment that promotes job satisfaction, this research assessed the privacy, comfort and the cleanliness of the Center, as the aspects of the environment, while the support of superiors and the degree of conflict with other colleagues such as organizational culture factors favoring working conditions.
Table 2 shows a comparison between the results of indicators concerning the privacy, comfort and cleanliness, obtained by physicians and patients.
Table 2
Comparison of indicators according to
interviewee group clinic chlorite chopped,

February 1997

Indicator

Percentage of satisfaction

Doctors

Patients

As regards the privacy 76 91
Comfort 48 79
Cleaning 46 88
He picture shows that the satisfaction of them previous variable in the medical is lower that the of them patients, probably because the grade of requirement of the medical is greater and considered them conditions of work inadequate. Studies later must identify the causes specific of that dissatisfaction.
Between them factors of the culture organizational, the good try friendly of them superior reached a 92%, however, perceive that the support provided by these not is enough (only the 64% it considered appropriate)
The other factor of the culture organizational is the tolerance to them conflicts, where only the 23% identifies conflicts interpersonal, and with a frequency and intensity low. Also, considered that is resolved of form proper (Frank and honest) in the 60% of the cases. However, it is considered that supervisors can choose a more active attitude in conflict resolution, in order to avoid critical situations, so the doctor feel more comfortable with their labour relations.

The opportunity of medical services

The results revealed that the aspects concerning the opportunity (the haste in care services and the timeliness of the doctor) are regular satisfaction for patients.
These data can relate to the lack of involvement and knowledge of the doctors by organisational processes, which require strengthening, guide and monitor in order to ensure the proper opportunity to attention.
It involves the revision of the system of appointments, schedules, distribution of medical time and all those activities that may delay the processes as the disposition of the record, delivery of drugs and others.
In addition, the tardiness of the doctor, could obey the lack of identity (52% of interviewees) perceived by his fellow physicians, which favors later arrivals and absenteeism.

Conclusions and recommendations

The results show that the organizational culture factors affects in different form in the satisfaction of both groups.
Doctors there seems to be a relationship between the quality of care, with the lack of opportunities for exercise autonomy and mechanisms that guarantee the suggested changes. In addition, the lack of quality, continuity and coordination may associate with little knowledge in procedures and the lack of supervision.
Seems to exist relationship between the little coordination between them medical and the lack of support specialized and of them upper, for the resolution of them problems in health.
The regular satisfaction of them medical by the quality e dissatisfaction by the coordination and continuity in the attention medical affect indirectly in the satisfaction of the patient in it reference to the resolution of them problems.
In patients organizational culture factors that affect directly the satisfaction are organizational type, especially the obsolete system of appointments, slow delivery of medicines, the attention quickly medica and the lack of an adequate process to respond to the needs of the patient.
Good management of interpersonal relations among physicians and between these and their superiors, seems to be related to the adequate satisfaction in the communication and trust of the medical relationship - patient, which is not offensive or aggressive attitudes.
Some recommendations for improving physician and patient satisfaction are:
to provide greater opportunities to implement the initiative of the doctor by means of techniques such as focus groups or others who favor participation, exhibition of ideas and generate a commitment of physicians and above to implement changes.
b. provide of sufficient resources (time, information, media for processing it and others) to the medical, to lead the initiatives proposed.
c. promote recognition and incentives to physicians whose initiatives promote the quality of medical care.
d. create a document and its consequent training, standards, rules and flexible procedures, that defines the main technical actions and behavior of the physician in the medical consultation, using participatory techniques involving different levels of technical, operational and administrative.
e implement mechanisms for direct and indirect supervision, monitoring and evaluation of standards, rules and procedures, in order to ensure its compliance with and adaptation to the needs of physicians and patients.
f review and design a new appointment system and delivery of medicines that facilitate accessibility and opportunity in health care.

[ Index ▲ ]

[ 7 ]

Culture and climate organizational

I. introduction
II. culture
2.1 rewards
2.2. the Organization as phenomenon cultural
2.3 creation and sustaining organizational culture
III. organizational climate
3.1 scales of climate organizational
IV. Theories related
4.1 the stone angle of the process organizational
4.1.1 division of the work
4.1.2 Departmentalization
4.1.3 the organization hierarchy
4.1.4 coordination
(a) differentiation and integration. ((((b) coordination efectiva1) use technical basic of it administracion.2) expand the borders 3) reduce the need of coordination
((((4.2 a) classical approach to organizational design b) technological approach to tasks c) approach environmental d) size reduction
4.3 theory of the climate organizational of Likert
4.4. organizational effectiveness
V. status of the knowledge
VI. concrete examples
VII. relationship with other knowledge of the career
Conclusions
Personal contributions
Bibliography.

INTRODUCTION

The importance of organizational climate and culture has been subject of interest since the 1980s until today, ceasing to be a peripheral element in organizations to become an element of relieved strategic importance. The development of organizational culture allows the members of the Organization certain behaviors and inhibit others. An open and human work culture encourages participation and conduct matures from all members of the Organization, yes people are committed and are responsible for, is due to the work culture is it allows is a fortress routed to organizations toward excellence, success. The organizational climate is determined by the perception that employees of the cultural elements have, this includes the feel and the way of reacting of persons against the characteristics and quality of the organizational culture. In the present work will try of leave it more clear possible both concepts and their implications within the Administration and of the organizations.

II.- CULTURE ORGANIZATIONAL

The word culture comes from the latin that means culture, agriculture, instruction and its components were cults (cultivated) and ura (action, result of an action). Belongs to the family cotorce (cultivar, morar) and colows (settler, farmer, farmer). The culture by the time has been a mix of features and distinctive spiritual and affective, that characterized to a society or group social in a period determined. Includes also modes of life, ceremonies, art, inventions, technology, systems of values, rights fundamental of the human being, traditions and beliefs. This concept is referred by much time to an activity product of the interaction of the society, but from them years eighty, Tom Peters and Robert Waterman consultants of Mc Kinsey, adapted this concept anthropological and psychosocial to the organizations. This term was defined by other researchers of the topic as the interaction of values, attitudes and behaviours shared by all members of a company or organization. The following are several researchers on the topic that agree on the definition of the term. Granell (1997) defines the term as "... that that share all or almost all the members of a group social..." that interaction complex of them groups social of a company is determined by them "... values, belief, attitudes and behaviors." (p.2). Chiavenato (1989) presents the organizational culture as ".. .a way of life, a system of beliefs and values, a way accepted interaction and relationships typical of particular organization." (p. 464) Garcia and Dolan (1997) defined culture as "the characteristic form of thinking and doing things... in a company... by analogy is equivalent to the concept of personality individually..." (p.33). Comparison and analysis of the definitions presented by different authors, can be inferred that all conceived culture as everything that identifies one organization and another difference making that their members feel part of it since they profess the same values, beliefs, rules, procedures, norms, language, ritual and ceremonies. The culture is transmitted in the time and is goes adapting according to them influences external and to the pressures internal product of the dynamic organizational. Organizations have a culture that is her own: a system of shared values and beliefs which adheres the human element that makes them up. Corporate culture creates, and at the same time it is created, the quality of the internal environment; as a result, conditions the degree of cooperation and dedication and the roots of the institutionalization of purposes within an organization. In this sense the main responsibility of the Director General (DG) consists in setting the tone, pitch and character that is conducive to strategic changes whose instrumentation he is responsible. To carry this out, the DG should be aware of the philosophies, ideologies and aspirations that predominate in the collective mind of the Organization; then must discern the form in that these forces affect any try to by change and, finally, must develop forms of direct the change within the culture corporate. How is them arranges a DG to direct the change strategic within the culture of the Organization? For start, the DG should watch and evaluate, of way constant, them beliefs, political e ideologies of more roots within it organization, separating which can be charitable for the creation and put in practice of the change strategic, of those that can be harmful. Those elements positive may use is to build the future. After analyzing them parts negative of the system corporate of values, the DG will determine the extension of their effects and be screened it form of delete them or limit them. He effect NET, among them segments positive and negative of such systems of values, will allow determine the good provision and the degree of consent to the change. There is an important element that works as drive of the system of values and beliefs and values of the Organization: the ambition. As the system of values determines the goodwill and willingness of change, ambitions reflect the direction and possibilities of a major change. Them aspirations individual and collective of them members of an organization demonstrate their wishes of meet them goals and the objectives. Since the aspirations determine culture, DG should be constantly probing, feeling and managing the staff of the Organization, in order to help to develop understandable, consistent and explicit statements of the aspirations of the company. These statements include statements of mission, goals and priorities and the objectives of the company. When these aspirations are combined in a strong and positive set of values, they then receive the enthusiastic support of members of the organization. This endorsement becomes commitment, the single most important factor for the effective implementation of strategic change. The following figure represents the role of a leader in their efforts to give shape and alignment to the system of values and aspirations of the culture.
LEADERSHIP
Vision
Initiative
Insight
Energy
Entrepreneur
Magnetism
ASPIRATIONS
Mission
Goals or objectives
Priorities
Strategies
SYSTEMS DEVALORES
Philosophies
Ideology
Beliefs
Values
Policies
The Organization of a company is the instrument by means of which is meet the aspirations of its members. Each company formula plans, are committed to meet them and, then, leads to out them actions that such compliance implies. This is their strategy. To develop an organization efficient, the DG should take in has both the aspirations that have of reach is as them strategies that have of make is. The mission and the goals established for the company are the responsibilities General and specific of the DG. Those systems and them people provide the information essential that is used to take decisions. The fixing of goals, objectives, sub objectives, etc., to all it long of the organization feel them bases for it takes of decisions key. Give value or set priorities to the various goals and targets stimulate decision-making processes; the deployment of responsibilities clarifies the role of a particular Manager in the decision.
2.1 REWARDS
The DG (director general) should promote a programme of rewards that mix the remuneration total with factors motivational less tangible. Until them members more enthusiastic and more dedicated of a company expect see, in order accounts, that exists some bonding between the success of the company and its benefit personal. (to) retribution of them Executive: the plans of retribution to them Executive are vehicles of payment special developed to motivate and reward to them managers key of an organization. These incentives include:-salary-incentive or annual premium are those in which executives eligible to receive bonuses, in addition to the salary, based on the results in the short term. The amount of the bonus varies directly with the level of results or performance from one year to another. This plan aims to encourage the Executive to improve the profitability of the company a short term-long term incentives and Executive stock options. They develop when they meet the requirements for the obtaining of prizes over the years. The purpose of these plans is motivate and reward to the Executive by the growth, profitability and well-being to long term of a society. Serve to align their interests with them of them shareholders, balance them objectives of profitability to short term and them give the opportunity of accumulate capital.-benefits to the employee. It purpose is minimize them taxes current and serving of source of income or of accumulation of capital for the retirement-small benefits. Are benefits and privileges intended to them executives (dining for Executive, accommodation for executives, vehicles of the company, safe of life, loans of the company, services personal, etc.) (b) salaries of sales personnel: a remuneration programme design will become something routine and often ineffective, but is based on a good knowledge of the environment that surrounds to the sales staff. Most common compensation are the following.:-Business Plan: - fixed Commission - wage base over a controlled variable incentive - wage base more premium
2.2 CREATING AND SUSTAINING ORGANIZATIONAL CULTURE
Each one of them mechanisms that then is listed, are commonly used by featured founders and leaders for create or keep it culture organizational in a company:-statements formal of the philosophy organizational, organization charts, creeds, mission, materials used in the recruitment and the selection, and socialization.-design of spaces physical, facades, facilities, buildings.-handling deliberate of papers, training and advice from them leaders.-system explicit of awards and recognition , promotion criteria-stories, legends, myths and stories about the people and major events.-that to which leaders pay attention, what they measure and control-reactions of the leading incidents and very important crisis of the Organization (times in which the survival of the company is in danger, the rules are unclear or are put into question (occur in episodes of insubordination, they ensue made no sense or threatening, etc.) -How is organization designed and structured. He design of the work, them levels hierarchical, the grade of decentralization, them criteria functional or of another type for the differentiation and them mechanisms with that is achieved the integration transmit messages implicit on what them leaders pose and appreciate-systems and procedures organizational. (Types of information, control and support to the decisions in terms of categories of information systems, cycles of time, the person who relates the information, when and how to carry out the evaluation of the performance and other evaluative processes transmit implicit messages of what leaders are and appreciate.) Criteria applied in the recruitment, selection, promotion, leveling, retirement and "excommunication" of staff. (Them criteria implicit and, possibly unconscious that them leaders used to determine who "fits" and who "not fit" in them papers of them members and in them posts key of the organization.)
2.3. THE ORGANIZATION AS A CULTURAL PHENOMENON
The expert in Sciences political Robert Presthus has suggested that live in a "society of the organizations". Both in Japan, Germany, Hong Kong, England, USA, Russia and Canada and other countries industrialized, them big organizations probably influence of a mode alienating that if lived in a remote tribe in the jungles of America of the South. This is completely obvious, but many of the characteristics of the culture rest on things obvious. For example, much amount of people organizes your life based is in them various concepts of the work and the leisure? Follow rigid routines 5 or 6 days a week, living in a place and work in another, dressed uniformly, defend the authority and time consuming at the same time site by performing a repetitive set of activities. For a foreigner the everyday life is a peculiar set of routine beliefs and rituals that identify it as a completely different culture when compared to other more traditional societies. Anthropologists and sociologists have conscientiously studied these differences. For example, in societies where the House is basic and productive economic unit (rather than an organization) we find that the work has a different meaning and typically occupies far less than the time of a person. The distinctions that are removed between "meaning" and "end", between "occupational activity and overall economy" and "social organization", tend to be more vague and attitudes and beliefs more cohesive systems. The sociologist French Emile Durkheim has shown that the development of them models traditional of the order social, ideal common, creeds and values and dan models more fragmented of beliefs and practices based in the structure occupational of the new society. The division of labor, characteristic of the industrial societies, creates problems of integration, or more exactly described as a a described problem as a problem of "management culture". Has been that find ways to find and join the society again; Governments, religion, the media and other institutions relating to the formation of opinions and beliefs play a very important role in this process.
III. CLIMATE ORGANIZATIONAL. When a person attends a job, carries with it daily a number of preconceived notions about himself, who is, what it deserves, and is capable of performing, to where should leave the company, etc. By way of understanding the difference between the terms culture and climate, are presented a series of definitions that will help clearly visualize the implications of these terms in the organizations. According to Hall (1996) the climate organizational is defined as a set of properties of the environment labour, perceived directly or indirectly by them employees that is supposed are a force that influences in the conduct of the employee. Brow and Moberg (1990) state that weather refers to a number of features and the environment internal organizational such as or perceived members of this. Climate not seen or touched, but has a real existence that affects everything that happens within the Organization and at the same time the climate is affected by almost everything that happens within it. An organization tends to attract and retain people who adapt to its climate, so that will perpetuate their patterns. A stable organizational climate, is a long-term investment. Them executives of them organizations should notice is of that the half form part of the active of the company and as such must rating it and provide you the due attention. An organization with a too-rigid discipline, too much pressure to the staff, only gets achievements in the short term. STOS preconceptions react facing various factors related with the work everyday: the style of leadership of the Chief, the relationship with the rest of the personal, the rigidity / flexibility, them opinions of others, their group of work. Occurrences or discrepancies having the daily reality regarding preconceived or acquired by persons during the time worked, ideas will form the organizational climate. The organizational climate can be link or obstacle to the good performance of the company, may be factor for distinction and influencing the behavior of those who comprise it. In short, is the personal expression of the "opinion" that workers and managers form the Organization to which they belong. This includes the feeling that the employee is formed from its proximity or distance with respect to his boss, colleagues and coworkers, which can be expressed in terms of autonomy, structure, rewards, consideration, friendliness and support, and openness among others. Then is presents a scale that exemplifies some of the main climates that can find is in an organization.
3.1 ORGANIZATIONAL CLIMATE SCALES *
1 decoupling describes a group which acts mechanically; a group that "no is linked" with the task to realiza.2. Obstruction is refers to the feeling that have them members of what are burdened with duties of routine and other requirements that are considered useless. Not it is facilitating its work. 3. esprit is a dimension of spirit of work. Members feel that their social needs are being and at the same time are enjoying the feeling of the cumplida.4 task. Intimacy. Those workers have of relationships social friendly. This is a dimension of satisfaction of needs social, not necessarily associated to the realization of the tarea.5. Remoteness is refers to a behavior administrative characterized as formal and impersonal. Describes a distance "emotional" between the Chief and his colaboradores.6. Emphasis in the production. Is refers to the behavior administrative characterized by monitoring closely. The Administration is highly directive, insensitive to the retroalimentacion.7. Thrust is refers to the behavior administrative characterized by efforts to "make move to the Organization", and to motivate with the example. Behavior focuses on the task and deserves the members a favorable.8 opinion. Consideration this behavior is characterized by the inclination to treat to them members as human beings and do something for them in terms humanos.9. Structure the opinions of workers about the limitations that exist in the group, refer to how many rules, regulations and procedures there are; emphasis on paperwork and duct regular, or there is an open and informal atmosphere? 10. Responsibility the feeling of being each one his own head; not have to be referring to all decisions; When is has a work to do, know that is your trabajo.11. Reward the feeling of that to one are you reward by do well their work; emphasis on the recognition rather positive that sanctions. Perceived fairness in pay and promocion.12 policies. Risk the sense of risk and incitement in the office and the Organization; insists on taking calculated risks or is preferable to no risk in nada13. Cordiality the general feeling of camaraderie that prevails in the atmosphere of the Working Group; the emphasis on what you want each; the permanence of groups social friendly and informales.14. Support the support perceived of the managers and other employees of the Group; emphasis on the support mutual, from above and from abajo.15. Standards the importance perceived of goals implied and explicit, and standards of performance; the emphasis on doing a good job; the stimulus that represent the goals personal and of grupo.16. Conflict the feeling that managers and employees want to hear different opinions; the emphasis that the problems come to light and do not remain hidden or is disimulen.17. Identity the feeling that one belongs to the company and is a valuable member of a team; the importance attributed to this espiritu.18. Conflict and inconsistency the extent to which policies, procedures, performance standards and instructions are contradictory or not apply uniformemente.19. Formalizing the degree in which are explicitly formalized policies of normal practices and the responsibilities of each posicion.20. Fitness of it planning the grade in that them plans is come as appropriate to achieve the objectives of the trabajo.21. Selection based in capacity and performance the degree in that the criteria of selection is based in the capacity and the performance, more rather than in political, personality, or degrees academicos.22. Tolerance of errors the grade in that those errors is try in a form of support and of learning, more rather than in a form threatening, corrective or inclined to blame. • Walters, Halpin and Crofts, Litwin and Stringer, and other researchers.
IV. THEORIES RELATED
4.1. THE ORGANIZATIONAL PROCESS ANGULAR STONES. Organizing is a process management permanent. Strategies can be, it can change in the organizational environment and the efficiency and effectiveness of the Organization's activities are not always the level that managers would want to. Whether they are a new organization, playing with an existing organization or that radically changed the pattern of the relations of an organization, managers give four basic steps when they begin to make decisions to organize-divide the entire workload into tasks that can be performed, logically and comfortable, by individuals and groups. This is known as the division of labour. -Combine the tasks in form logical and efficient. The grouping of employees and tasks is often known as the departmentalization.-specify who depends on who in the organization. This linking of the departments produces a hierarchy in the Organization-establishing mechanisms to integrate the activities of the departments in a coherent whole and to monitor the effectiveness of such integration. This process is known as coordination.
4.1.1 division of labor
In his book "the wealth of the Nations", Adam Smith begins with a famous passage on the specialization of the work in it production of pins. Smith, describing the work in a factory of pins, seated: "a man pulls the wire, another straightening it, a third takes tip and other crushes it n one end to put the head". Eight men working in this way produced 48,000 pins in one day. However, says Smith, "if all had worked separately, independently each would have produced, in the best of cases 20 pins a day". As Smith noted, the great advantage of the division of labor is that, to break down the total work in small, simple and separate operations in which different workers can specialize, total productivity multiply in geometric shape. (Currently used in the term "Division of labour" instead of division of labor, which reflects the fact that the tasks of the Organization, from production to administration, can be subdivided). How does this division of labour increases productivity? The answer is that the person who has physical or psychological capacity to perform all the operations that constitute the most complex tasks, even assuming that a person could acquire all the skills required to do so there is. On the other hand, can see it work creates simplified tasks to be learned and done with relative speed. Therefore it encourages specialization, as everyone becomes an expert in some work. In addition, as creates a series of works, the people can choose positions, or be assigned to those that is span to their talents or interests. Many people think that the origin of the civilization is can attributed to the development of the specialization, that gave to the humanity them resources to develop them arts, them science and it education. The specialization of the work also has disadvantages. If the task is divided in steps small and discrete and if only each worker is responsible of a step, then is easy that is present the alienation; i.e., the absence of a sense of control. Karl Marx considered that this type of alienation had its root in the structure of classes of the society. As well is knows, starting from them experiences vivid, the boredom can be a product secondary of those tasks specialized that is become repetitive and little rewarding in it personal. The researchers have discovered that the absenteeism labor can be linked with these consequences negative of the specialization work.
4.1.2 Departmentalization
Managers, in order to keep track of this tangle of formal relationships of an organization, usually prepared a flow chart that describes the way in which work is divided. In an organization chart boxes represent the logical grouping of work activities called departments. Therefore the departmentalization is the result of management decisions with regard to that labour activities, once they have been divided into tasks, can be related in "similar" groups. As you can guess, there are many varieties of jobs and organizations and works departments and departments of an organization will be different than the others.
4.1.3 hierarchy
Since the early days of industrialization, the managers worried about the amount of people and departments that could handle effectively. This question belongs to the administrative control that means the amount of people and departments that depend, directly, a specific Manager. When it has divided the work, creating departments and chosen the stretch control, managers can select a chain of command; i.e., a plan that specifies who depends on whom, these lines of dependency are fundamental characteristics of any chart. The result of these decisions is a pattern of different strata known as hierarchy. At the top of the hierarchy of the Organization (directors) senior director, is responsible for the operations of the entire organization. As a general rule, these directors are known as CEO, President or executive director. Other lower-ranking managers are at various levels of the organization. Choose a section of administrative control in the organizational hierarchy is important for two reasons:-first, the section can influence what happens with the labor relations in a specific Department. A stretch too broad could mean that them managers is extend too and that those employees receive little direction or control. When occurs this, those managers are can see pressed and ignore or forgive errors serious. In addition, the activities of the employees perhaps is see affected also. In a Department where a dozen of employees or more are demanding feedback, there is potential for frustration and mistakes. On the other hand, a too-short section is inefficient because the managers are under-utilized.-Secondly, the section can affect the speed of decisions taken in situations that involve of necessity, different levels of the organizational hierarchy. Narrow management levels produce high nests with many levels between the highest and lowest point managers. In these organizations a long chain of command takes the takes of decisions, which is a disadvantage in an environment that changes with speed. On the other hand, the large sections, producing flat hierarchies, with less administrative levels between the top and the base. Currently researchers are in agreement that there is an ideal extension of the administration. Choose an extension required to weigh the factors of the environment and the skills of managers and employees. For example, is appropriate an expansion more wide of the Administration for the managers and employees more experienced. Another subject of agreement current, as it have observed, is that the hierarchies high can be a barrier in it takes of decisions fast. By this, the hierarchies and extensions of the control administrative can and should change is with the time.
4.1.4 coordination
It coordination is a process that consists in integrate them activities of departments independent for the purposes of pursuing the goals of the organization with efficiency. Without coordination, it people would lose e view their roles within the Organization and would face the temptation of pursue them interests of his Department, to expense of them goals of the organization. He grade of coordination will depend on of it nature of the tasks performed and of the grade of interdependence that exists between them people of them different units that them made. When these tasks require that there is communication between units, or are can benefit with she, then is recommended a greater degree of coordination. When the exchange of information is less important, the work can be more efficiently, with less interaction between units. A significant degree of coordination in all likelihood benefit work that is routine or predictable, a work in which the environmental factors are changing and there is great interdependence. In addition, organizations that set high goals for their results require a higher level of coordination. (a) differentiation and integration. The coordination is a snap, even a counterweight, to the division of the work and the specialization labor. The specialization usually separates to them people in the organizations, because them works are, by definition, a group of activities particular and identifiable. Coordination entails returning to reunite people with the purpose of ensuring that labour relations among people who play different, but related, tasks can contribute to organizational goals. Ironically, the more requires an organization that efficient coordination, the more difficult is it to get it. This usually occurs when tasks are highly specialized. Paul R. Lawrence and Jay W. Lorsch have designated that the division of the work implies something more than the obligations of work individual, for example, manage a warehouse or write the text of an ad. Also, influences in it form that them employees perceive to the Organization and its role within the same, as well as the form in that them people is relate with them others. These differences, that Lawrence and Lorsch called differentiation, can complicate the task of coordinating, with efficiency, the activities of the work. These authors have identified four types of differentiation. In first place, them people of different units of work tend to develop your own perspective with regard to the goals of the Organization and them forms of pursue them. For example, the counters could see cost control as the most important element to the success of the Organization, while marketers want more variety of products and best quality. Secondly, people of the same unit of work tend to have a different time perception. For example, the production staff is accustomed to handle crisis that must be resolved immediately, while the research and development staff may be concerned about problems whose solution will take many years. The perception of time affects a third type of differentiation: the interpersonal styles. For example, in production, where people generally have to make quick decisions, they may favor a somewhat abrupt presentation and very clear answers. Research and development employees might prefer a more tranquil communication, one that fosters brainstorming and analysis of many alternatives. Finally, the formality of the departments may be different. While a production unit may need standards very specific outcomes, in the personnel department there may be more general rules. The differences can produce conflicts between the people and between the units of the organization. However, the solution constructive of conflicts is very healthy for the operations of an organization. When different members of the Organization presented their views, them discussed openly and, in general, is ensure that is listen his voice when there are problems, force to them administrators to consider them needs and them knowledge specific of it Department independent. Instead of the term coordination, Lawrence and Lorsch use integration to describe as members of different departments work together and United. They stress that while departments should cooperate and their tasks should be integrated to the extent necessary, it is important to not reduce the differences that contribute to the tasks. Perhaps is useful that the Department of sales offer their opinion on those ads to them artists graphics that them prepare. However, if the sellers is considered attached of the Department of advertising, then the operation of the units of sales and of advertising is will see affected in form negative. (b) coordination effective. The communication is fundamental for a coordination effective. Coordination depends directly from the acquisition, transmission and processing of information. How much greater is the uncertainty on them tasks that is coordinate, both greater will be the need of information. Therefore, is suitable think that the coordination is matter of processing of information. ((((Can focus the coordination effective of them following three ways: 1) use technical basic of it administracion.2) expand them borders 3) reduce the need of coordinacion1) will use technical basic of it administration when is required a coordination relatively modest, this is can achieve through them mechanisms basic of the administration. One of these mechanisms is the chain of command of the organization. To the specify them relations between the members and the units, the chain of command facilitates the flow of information. Another instrument useful consists in a series of rules and procedures designed to allow that them employees handle them tasks of coordination routine in form fast and independent. Another technical basic more is that Tom Peters and Robert Waterman called manage by paseo (Management by walking around). With this technique, the managers take time to "take walks" by the various departments and production facilities observing operations and talking informally with the empleados.2) talk about expanding the borders when the number of contacts between departments increased significantly, perhaps more suitable to create a permanent link between the departments. It says that this link meets with the paper to expand borders. Employees that expand borders successfully understand the needs, responsibilities and concerns of the two departments and can help the communication between them. For example, on occasions, the members of the Department of engineering and marketing speak different languages. (A employee that extends them borders with efficiency can translate the language of the marketing, orienting to them customers, to the language of the engineering, orienting to them products and viceversa.3) reduce the need of coordination when is need so much coordination that them methods before exposed are ineffective, the best approach would be reduce the need of a coordination strict. Jay Galbraith describes 2 ways to do it: create resources scarce and create units independent. He made of offer resources scarce (additional) allows that some units have "manga wide" for meet the requirements of others. Another form of reduce the need of coordination consists in create units independent, whose members can make all them aspects necessary of a task they themselves, rather than depending upon of others departments.
4.2 THE DESIGN ORGANIZATIONAL
Its evolution in the course of the time. We can identify 4 stages in the evolution of organizational design, a) classical approach b) technological approach of the Tareasc) environmental approach
((d) reduction of size to) in the approach classic them first managers and authors on Administration sought "the best road", a series of principles for creating a structure organizational that work well in all the situations. Max Weber, Frederick Taylor and Henri Fayol were the main contributors to the called approach classic to design organizations. They thought that the organizations more efficient and effective had a structure hierarchical in which them members of the Organization, in its actions, were guided by a feeling of obligation in the Organization and by a series of rule and regulations rational. According to Weber, when these organizations had developed fully, were characterized by specialization of tasks, appointments by merit, offer opportunities, so its members do career, the routinization of activities and a rational and impersonal climate in the Organization, Weber called it bureaucracy. Weber praised the bureaucracy because it established rules for decision-making, a chain of command clearly and to the promotion of people based on the ability and experience, rather than favoritism or fad. He also admired that bureaucracy specified, with clarity, authority and responsibility which, in its opinion, facilitated assessment of results and their reward. Much as other classical authors, as well as their contemporaries in the Administration, lived in an era in which this approach for designing organizations was based on the precedent of the civil services of the Government. The term bureaucracy has not always had the modern negative connotation; i.e., a frame for the activity slow, inefficient, without imagination of those organizations. (b) in the approach technology of them tasks for the design organizational, that emerged in the years sixty, involved a series of variable internal of the organization that are very important. "The tasks technology" refers to the different types of technology of production involving the production of different types of products. Classical studies in the mid-1960s by Joan Woodward and his colleagues threw that technologies of the tasks of an organization affected both its structure and its success. He team of Woodward divided around 100 companies British manufacturing in three groups, in accordance with their respective technologies to them tasks: one, production unit and of small games; two, production of big games and in mass, and 3, production in process. The studies of Woodward led to three conclusions General. In first term, as more complex the technology (from the production unit to it of process), both greater the amount of managers and of levels administrative. In other words, the technologies complex lead to structures high for the organizations and require a supervision and coordination. In second term, the stretch of it Administration for them managers of first level increases as is passes of the production unit to it of mass, but decreases when is passes of it of production in mass to it of processes. Since the employees of them levels low, both in companies of production unitary as of processes, tend to perform a work very specialized, tend to form groups of work small, making that the stretch narrow is inevitable. By the contrary, the great amount of workers of the line of Assembly that perform tasks similar can be supervised by an only Manager. Thirdly, as it increases the technological complexity of the company, increases its bureaucratic and administrative staff because managers need help in paperwork and non-production-related work, to be able to focus on specialized tasks. In addition, complex equipment requires more maintenance and programming, also the two generate more paperwork. The studies of Woodward were test of the influence of the technology in the structure organizational. Other investigations have suggested that the impact of it technology in the structure is greater for them companies more small (that the companies studied by Woodward tended to be). In the case of the companies large, seems that the impact of the technology is feel, mainly, in them levels more low of it organization. (c) approach to environmental. At the time that Woodward did his studies, Tom Burns and G.M. Stalker were developing an approach to design organizations that incorporate the environment of the Organization on the considerations in the design. Burns and Stalker noted the differences between two systems of organization: the mechanistic and the organic. In a system mechanistic, the activities of the Organization will break down in tasks specialized, separate. The objectives for each person and unit are defined, with all precision, by managers of levels more high and following the chain of command bureaucratic classic. In a system organic is more likely that the people work in form of group that alone. Less importance to the fact of accepting orders from a Manager or turning orders to employees is given. On the other hand, the members communicate with all levels of the Organization for information and advice. After studying a series of companies, Burns and Stalker came to the conclusion that the mechanistic system was more suitable for a stable environment, while the organic system was more suitable for one turbulent. The organizations in environments changed, with all probability, use any combination of the two systems. In an environment stable is likely that each Member of the Organization follow performing the same task. Therefore, the specialization in skills is suitable. In an environment turbulent, in however, the work is must redefine of way constant for face is to the world always changing. Therefore, them members of the Organization must have ability to solve various problems, and not to perform, of way repetitive, a series of activities specialized. Also, the solution of problems and it takes of decisions creative that is require in them environments turbulent is performed best in groups where the members is can communicate openly. Therefore, in turbulent environments, an organic system, which is one that is characterized by informality, work in groups and open communication is convenient. (d) with regard to the reduction of size, in recent years, managers of many American organizations have practiced a type of process of organizational design that attaches enormous importance to the conditions of the environment of their organizations. In general, this type of decision-making is known with the name of restructuring. Today, restructuring tends to entail a decrease in the Organization, or to be more descriptive, a reduction in size. The managers of many companies adopted structures bureaucratic for their organizations when them times were more stable, when them companies dominated their respective environments and when them supposed on the growth economic sustained arose with regularity. Therefore the big companies developed bureaucracies of many levels, that with the time, were excessively onerous when is needed answers fast, in times that changing to all speed. Waves of mergers, offal and acquisitions; the deregulation of some industries, the privatization of public enterprises and the growing number of new, entrepreneurial companies, intensified global competition. In addition the technological advance of long-range forced very bureaucratized companies managers to adopt less hierarchical structures, to be able to adapt more to their environments. The most important concepts of the present are efficiency, productivity and quality, and organizations have opted for lighter and flexible structures that can respond more readily to the rhythm of changes in global markets. Size reduction refers to this series of changes in the organizational design.
4.3. theory of organizational climate of Likert
The theory of Likert's organizational climate (cited by Brunet, 1999) establishes that the behavior assumed by subordinates depends directly on the administrative behavior and organizational conditions that they perceive, therefore says that the reaction will be determined by perception. Likert establishes three types of variables that define the characteristics of an organization and that have impact on the individual perception of the climate. In this sense is cita:1. Causal variables: defined as independent variables, which are intended to indicate the direction in which an organization evolves and gets results. Within the variable causal is cite the structure organizational and the administrative, the decisions, competition and attitudes. 2. variable intermediate: this type of variables are aimed to measure the State internal of the company, reflected in aspects such as: motivation, performance, communication and takes of decisions. These variables are great importance since are which constitute them processes organizational as such of the organization. 3 final variables: these variables arise as a result of the effect of causal variables and the intermediate referred before, are intended to establish the results achieved by the organization such as productivity, gain and loss. The interaction of these variables brings as consequence the determination of two large types of climate organizational, these are: 1. Climate of type authoritative. 1.1. system I. authoritarian explotador1.2. System II. Authoritarianism paternalista.2. Climate of type participatory. 2.1. System III. Consultivo.2.2. system IV. Participation in group. He climate authoritarian, system I authoritarian exploitative is characterized because the address not has confidence in their employees, the climate that is perceived is of fear, the interaction between them superior and subordinate is almost null and them decisions are taken only by them heads. He System II authoritarian paternalistic is characterized because there is trust between the address and their subordinate, is used rewards and punishments as sources of motivation for them workers, them supervisors manage mechanisms of control. In this climate the address plays with them needs social of them employees, however gives the impression of that is works in an environment stable and structured. System III, consultative, participatory climate is characterized by the confidence that the superiors have in his subordinates, is is allowed them to employees to make specific decisions, seeks to satisfy requirements of estima, there is interaction between the two sides there is the delegation. This atmosphere is defined by the dynamism and the Administration functional based on goals by reach. System IV, group participation, there is full confidence in employees by management, decision-making pursues the integration of all levels, the communication flows in a vertical way - ascending - descending. He point of motivation is it participation, is works depending on objectives by performance, the relations of work (supervisor-supervised) is based in the friendship, the responsibilities shared. The operation of this system is the team as the best means to achieve the objectives through strategic participation. The systems I and II correspond to a climate closed, where there is a structure rigid by what the climate is unfavourable; on the other hand the systems III and IV correspond to a climate open with a structure flexible creating a climate favourable within the organization.
4.4. ORGANIZATIONAL EFFECTIVENESS
He has been able to display throughout the development of this second chapter, organizational climate and culture determine behaviour of employees in an organization; behavior this that determines the productivity of the Organization through efficient and effective behavior. All organization must consider what implies it efficiency and effectiveness within it in order achieve their objectives. Efficiency is how to do the activities within the Organization, mode of executing them, while the effectiveness is for activities, are made which results are pursued and achieved the objectives that trace the organization. For them organizations achieve a high grade of efficiency is necessary work in environments highly motivating and challenging, participatory and with a personal highly motivated e identified with it organization, is by this that the employee must be considered as an active vital within she, by what them managers must have present in all time the complexity of it nature human for to reach indexes of efficiency and of productivity high. Theories related to the motivation of human beings: theory of May. The initial aim of the theory of May was to study the effect of lighting on productivity, but the experiments revealed some unexpected facts about human relations. The main conclusions of the experiments were the following: (a) industrial life has subtracted him meant to work, so that employees are forced to meet human needs in a different way, especially through human relationships, (b) the human aspects play a very important role in the motivation, human needs influence the Working Group; (c) workers are not only interested in meeting their economic needs and seek material comfort; (d) workers respond to the influence of his colleagues that administration efforts to control them through material incentives; (e) workers will tend to form groups with their own rules and strategies designed to oppose the goals that the Organization has been proposed. The factors of Herzberg theory. The two-factor theory develops from Maslow system; Herzberg classified two categories of needs according to the objective human upper and the lower. Hygiene factors and motivators the. Them factors of hygiene are them elements environmental in a situation of work that require attention constant to prevent the dissatisfaction, include the salary and other rewards, conditions of work appropriate, security and styles of supervision. The motivation and them satisfactions only can arise from sources internal and of them opportunities that provide the work for the realization personal. In accordance with this theory, a worker that considers its work as devoid of sense can react with apathy, although is has care with those factors environmental. Therefore, them administrators have the responsibility special to create a climate motivator and make all the effort to enrich the work. Model of power-affiliation-realization of Mc Clelland. Three categories basic of them needs motivating: the power, the membership and the preparation to achievement. Them people is can group in any of these categories according to which of them needs is the main motivating in his life. Those interested primarily in power seek positions of control and influence, those for which membership is the most important they seek pleasant relations and enjoy helping others. Which seek the realization want to have success, fear to the failure, have an orientation towards the achievement of tasks and are self-sufficient. These three needs not are mutually exclusive. Those patterns motivators is can modify through programmes of training special. MC Clelland. Theory of field of Lewin. In the belief of that the behavior is the result of it reaction individual to the environment, Lewin came to them following conclusions about it motivation: (to) it motivation depends on the perception individual subjective on it relationship with its environment, (b) the behavior is determines by means of it interaction of variable, i.e., it tension in the individual it validity of a goal and it distance psychological of a goal (c) human beings operating in a field of forces that influence behavior, as the forces of a magnetic field, so people have different motivational impulses at different times, in the context of the work some forces inhibit while others encourage.
V. STATUS OF THE KNOWLEDGE
To analyze the activity of the contemporary man, we found an important aspect today. This aspect can be described as an intensive process of interaction of man with the organization. Thus a mainstay within the society, because it is undeniable to recognize organizations around everywhere and every day, people becomes latent direct contact of man with the same. It is as well as people born in organizations, and they usually die in them. As the social life is framed patterns and cultural paradigms that allow the development of individuals, organizations have their own culture that facilitates the integration and the growth of all those who form part within it. That culture is that is going to tell the difference between a State or country organizations and in turn will show the degree of solidity within a society. To grasp the concept that currently prevails on organizational culture, it is necessary to indicate that over the past three decades it has seen a revolution in the way of understanding organizations and the role of the administrator, what was observed in the departure from the principles and approach of the dominant scientific administration in the first half of this century , and he considered the Organization as a machine, so it sought efficiency through the division of tasks and functions, breaking everything. As regards the socio-technical approaches, through the human relations school managed to reveal the importance of the human factor. Upon arrival of the 1970s initiated the development of a new vision of the Organization to recognize them as cultures rather than as machines at the time which is reassuming the conceptions and methodological structure of anthropology. Recognizes that the anthropological approach has derived the current concept of organizational culture. Highlights Herskowitz (1948), who saw to the culture as a construct describing the total body of beliefs, behaviors, knowledge, sanctions, values and purposes that make possible the lives of the people, and Geertz (1973), who regards it as to a pattern of meanings conveyed historically grouped into symbols, this is: a system of inherent conceptions expressed in symbolic forms by means of which communicate the subjects to perpetuate and develop their knowledge and attitudes about the life. While was until them years eighty that these conceptions is popularized, being spearhead the book in search of it excellence of Peters and Waterman (1982) that led, indeed, to them advances of what today is known as culture corporate low a context of country developed. More forward, Gareth Morgan (1986) with his book images of it organization managed a good progress in the conception symbolic through their metaphors about the culture organizational. With base in these definitions, can approach us to a concept of culture organizational that summarizes great part of it until now exposed: the set of processes of production, circulation and consumption of patterns of conduct significant and symbolic of the philosophy and identity that permeates to an organization, each one of which have forms specific of be generated, transmitted and recognized / appropriate. Thus, organizational culture, conceived as a set of values and shared beliefs, represents the common perception that members have company and plays several important roles: conveys a sense of identity to its members, facilitates the creation of a personal commitment to something broader than individual interests, increases the stability of the social system and, last control and modeling the attitudes and behavior. There are five different lines of research that address the relationship between the concept of culture and the organization. In the first two culture plays one role of independent variable (external) as Clerk (internal), in the last three, culture is used as a metaphor, namely: the organizational culture as a variable. The Administration compared and the concept of culture considered that the world social is autoexpresa in terms of the relations that exist between their members more stable and defined, known with the name of variables. Both approaches share the idea that the organization is similar to an organism that exists within an environment, same that presents challenges for their conduct (Smircich, 1983). When is considered that them values characteristic of the culture of an organization is introduced through their members, is observed to the culture as a variable independent, revealing its presence through patterns of attitudes, values and behavior of their elements. In the time that the culture is conceived as a variable dependent, is considered to the organizations as instruments social that not only produce goods and services but also phenomena cultural as are them ritual, them symbols, them legends and them myths, even when them same form part of a context cultural more large. Usually the culture expressed values, ideals and beliefs shared by its members, which manifest themselves through different symbolic media, such as myths, rituals, stories, legends and the specialized language (Robbins, 1987). Culture as a basic metaphor. Some researchers conceived to the organizations as cultures, them perceive as something that is in itself same and not is limited to observe the culture as a simple element more than the organization. Considering culture as a basic metaphor, they observed the organizations as forms of expression and as manifestations of human consciousness, in such a way that they can be understood and investigated not only in economic terms or materials, but also in their expressive, symbolic and ideological aspects (Smircich, 1983). In accordance with this vision that differentiates to the Organization as culture, recognizing therefore that each organization is different, one might ask is if in the field of the Administration is performs a study of the Organization greater that in it organization same. What would be required would be a periodic review by external researchers, not only comply with the comments of the staff, who were already infected certain patterns of conduct derived from the organizational culture in which are immersed, which it can be inferred that they are playing them almost unconsciously. It would be necessary, then, an approach in which the Organization was not only the object, but the place of research. Until now, since not exists a vision integral of the worker as individual immersed in an organization particular that will go conforming a culture whose reflection immediate is will leave feel in it productivity, all them models of culture organizational that is intended to "ideal" for an organization productive have that see with it efficiency, the skill, the speed and the efficiency, that must of reach is always by them same media and technical. This gives a focus economistic and linear to the culture organizational. The growing need for companies already compete not only on a national market, but continually adapt to the demands of a globalized market, forcing its administrators will be working continuously and in creative dialogue with international trends. The different interpretations of the trends that tend to make administrators in an uncertain environment, generates that each company will become a form of specific expression, a manifestation of human consciousness and that is distinguished by its unique style be directed, which translates, far delete differences, multiply the types of organizational culture and encourage various appropriations and interpretations of potential opportunities and threats in relation to the traditions of which are the subjects devoted to the Administration, in other words, the new leaders. A reason fundamental so it Administration identify to it organization as culture, is is in the recognition of the culture, understood as expression of them interactions daily between them individuals, what is in it infinitely opaque and persistent intercom of meanings highly routine that make up the small world of each individual and its reproduction everyday towards the outside, both as in them developments of long duration or interruptions of short duration that can produce is. There are different views to understand this metaphor of the Organization as culture, for example, in cognitive vision, culture is shared knowledge; for the symbolic culture is a system of shared meanings and, finally, for structural prospects and psychodynamic, culture is a manifestation of the way in which the unconscious mind operates. Conclusions based in it earlier, is deduced the requirement of that the new administrator know see more beyond of them models mechanistic or linear that urge to greater productivity in the company in detriment of the development organizational integral; It is to see what is the actual environment in that it operates an organization and what are the determinants that sideways to its members to act and make decisions in a certain way. It previous implies recognize to the Organization as a phenomenon cultural and, as is has designated, accept that the task of the administrator, in it takes of decisions before a world complex, requires the adoption of models and methodologies that recovered them of others disciplines, for avoid with this the reductionism of them positions positivist in it mere search of it efficiency and it productivity. On the same slope, the little respectful attitude of the heterogeneity in models of organization imposed as the unique and desirable, unaware of the particular circumstances of each region and sideways to administrators to change the nature of the relations between the members of an organization to meet an "ideal" model. So, amid attempts overwhelmingly willing, some directors and managers developed paradigms as the reengineering of processes, valid in many aspects organizational, in slogans on layoffs and cuts of personal drastic and untimely. Finally, the mode of thought that conceives to the culture as a metaphor Basic is relevant for those studies organizational, because this vision allows an analysis social and organizational to a level more complex. In this perspective not is considered that the world social have an existence objective e independent, by the contrary, is le recognizes as a pattern of relations symbolic that are supported through the processes of interaction human: this is the approach that will allow best interpretations and proposed alternative of development social and organizational. Similarity between climate and culture organizational. Both concepts are concentrated in features behavioral to the level of organization and implicitly argue that them units organizational are a level viable for the analysis of the behavior. Both concepts to a wide variety of phenomena. Them themes van from hypothesis deeply sustained, that form the base of a culture, to procedures real and patterns of conduct that have their roots in those hypothesis. Both concepts share a problem alike. They have to explain how the behavioral characteristics of a system affect the conduct of the individuals, while at the same time they explain how when the conduct of individuals, over time, creates an organizational system characteristics.
VI. CONCRETE EXAMPLES
EXAMPLE 1integrity analysis of the factor of organizational culture as an option to improve the effectiveness and efficiency of the performance organizations research is both located in the capital of Panama City as in Norman Oklahoma City, Oklahoma City, the city of Dallas in Texas, the University of Oklahoma and the University of Panama. The background, and the glimpse of the problem, relates and concerning the Panamanian organizations; including the largest company which is in the channel. Is raised within an environment economic of development with many threats and defects. Consists, therefore, in the impossibility, in general terms, of the companies to achieve optimal levels of productivity in order to cope with the demands of market competition; both national, regional and international. Within the area of competitive productivity, the problem is limited to the particular situation of development and requirements surrounding the Panamanian productive enterprise; including the Panama canal company. As general objectives, intended not only identify, but also to achieve knowledge about experiences in other countries with regard to the transformations of the cultural factor in their companies. Likewise sought identification and knowledge, techniques, methodologies and programs utilized for this purpose. Finally, he longed for, after the identification, analysis, the relationship and the recommendation of application to the Panamanian situation; then, obviously, the choice of experiences and relevant techniques according to comparative analysis that could be performed. As research assumptions held beliefs that convincing results of the task could be obtained using the following methods: consultation with technical experts, bibliographic research on the subject, consultations with companies who had lived the experience of the application of the factor of organizational change, and finally the fact that, once identified, the factor of organizational cultural change could contribute to favor charting a future productive enterprises; particularly before a threatening and changing external environment. The hypothesis logical that is deduced was the approach of that: them experiences vivid, and them knowledge acquired by people, technical, expert and by the companies, on the management of the factor of change cultural organizational, could be transferred, right and applied to our environment Panamanian both gerencial-empresarial as economic; all this with a view to achieving a growth or development and a position competitive related to our market shopping. The context of justification, and importance, of research proposed that it responded to a great reality crucial economic Panamanian which could well affect our country in its development of future production. The proposition intended, through comparative analysis of technical relevant experiences, not only to identify and relate, but also make recommendations of application to government agencies of both the productive community case so that you could take advantage of the contributions within the Panamanian situation. The proposal was certain to bring to the solution in the direction of change that will face our country, particularly from the year 2000. We can not relate, as part of the achievement of the research, the widespread immediate exploitation, both internally to students and to the external environment governmental and private. In the internal environment, for with the student, because the theme is part of the terms dictated by the research subject; thus ensuring a multiplier effect of knowledge towards the technological educanda mass. For the environment external, governmental and private, because the U.T.P. and its Faculty of engineering are called to serve as counselors to the productive work of our country's economic, social and technological environment. To private enterprise, our institution has already channels of relationship based on his educational work, research and extension. As for the Government, channels have been established by the constant presence that, since its inception, the University of technology to managed to win in each of their projects of contribution to national development; projects to which is you to requested integrate is by the different administrations of Government from its creation in 1981.Todo it previous guarantees the best flow of the result of this research towards them hands implementing needy. The methodology followed to collect or obtain them data consisted in: research bibliographic; meetings with technicians, consultants and experts knowledgeable of the subject; informative visits, observation and consulting to Panamanian companies and North American (limited to the city of Norman, Oklahoma, and Dallas) and attendance to conferences on the researched topic. Is emphasizes in this section the role of them institutions (governmental, private, and not-profit) as them agents sensors of the resource of labor right in our half; to who touches them the task to collaborate in the achievement of the requirements of efficiency and productivity, through its human resource selection function. Without ruling out other factors, external to the companies mission, it arises that the implementation of this function could achieve short-term solutions. The participation of the gobiernoSe highlights the magnitude and delicacy of the task that will necessarily have to fit to the Government within the area of stimulation and coordination so that we can achieve both economic boom and the efficient application of human resources; all apart from the efforts and projects that so far have been carried out or are underway. So we attach importance to the role that can, and should, play the Government. The educational training (schools, primary, secondary, and university levels) is paid for an immediate impact, of the Government, in the search for the new mentality or attitude of our human resources. In his role as computer, and supervisor, of the economic forces of the market, the Government could encourage, while it is benefited by, the private sector through the generation of a merger of public and private policies which could be brought as a consequence the national welfare. SOURCE: Author: eng. Pedro Ricardo Rebolledo, Technological University of Panama, Faculty of engineering IndustrialEJEMPLO Nº 2A thesis carried out in Bolivia, presented as a requirement to qualify for the title of specialist in management of human resources, presents a very good example on the situation of the culture and the climate within an organization. The objective of this research was analyze the importance of the culture and climate organizational as factors determinants in the efficiency of the personal civil in the context military. Them forces armed national of Bolivia, whose mission is it security and defense of the country, despite have a mission defined, their members army, armed, aviation and guard national, not have the same culture and accordingly them climates of work differ one from the other; the language, them symbols, them rites, the beliefs, the values, the beliefs and them doctrines are completely different. In the breast of this organization military works personal civil professional, technical, secretarial and worker that support them processes administrative that is dan in each an of them forces to meet the mission that have assigned in the Constitution of the Republic Bolivarian of Venezuela. This civilian staff is affected by various factors affecting its effectiveness, some of them are the different styles of leadership, communication, high turnover of military personnel, the clash between the values of the military organization and the individual values of civilian personnel; all this generates a discontent that logically affects in them environments of work, developing climates of works ambiguous, tense and authoritarian that merman it efficiency of the personal in their activities, without losing of view the behavior of this, that in the common of them cases is become challenging or apathetic to what happens in the organization. Military training lies in the nature of the Organization, so that it emphasizes values of obedience, subordination, discipline, respect for the hierarchy, honor, and loyalty; values stipulated in the organic law of the forces armed national, while civilian personnel values are most diverse in U.S. households, the educational institutes of provenance and are also directed to consider aspects of the human being as: respect for the person, consideration, communication, happiness, humor, sincerity, originality, teamwork, shared among many others. As result of this situation is can conclude that:-the culture organizational military is rigid and unbalanced, since the area operational or explicit of the organization not keeps consistency any with the area implied of the same (beliefs, values), what has triggered in them groups of reference that it integrate, attitudes conformists, impulsive and auto-proteccionistas identified through the respect by them rules internal guilt when they break the rules, fear of reprisals, dependence, stereotyped behavior, conceptual confusion and fear of being reprimanded, opportunism and control, among many others.-the pace of development of a culture depends on the degree of willingness to change. The changing conditions are largely determined by the leadership. In the context military is evidence the resistance to the change precisely by the style of leadership prevailing in the Organization, this not allows a conscience full of the importance of the development cultural and the balance that should exist between them groups of reference for travel by the road of the road of the success. All know and question but nobody drives a true cross towards the change that them allows work in climates challenging, participatory and proactive. If the people are opposed to the change is because thus it sets the culture labor. -He poor development of the culture in the Organization military has led to the Organization to handle in an activity labour normalized and regulated, ignoring to them people as subject, as humans that need of the satisfaction of needs. -Lack of a cultural projection in both directions (military - civilian) has caused the defection of civilian personnel qualified to other sources of employment in private enterprise; Since the form of try of the personal civil, the intolerance of these, by the culture organizational and them climates of works tense, have led to them professional civil has search best opportunities of work where really is values your knowledge, meets their needs economic, social and have a true planning of career. This represents for it organization a loss, since the training of that personal for play charges in the same is expensive, the Professional is takes its knowledge and it uses as trampoline for access to others organizations that really value your professionalism and knowledge. -Them climates organizational tense influence on the desertion of the personal civil qualified of the Organization military towards other sources of work.-the conduct is the mirror of the culture and the leadership; starting of this premise is concludes that the features present in the personal civil have been induced and fostered by the current culture and the climates of work.
Source: Author: Carvajal Peña, Gladys. Universidad Santa Maria, Dean of graduate and extension, direction of research specialization in human resources management.
VII. RELATIONSHIP WITH OTHER KNOWLEDGE OF THE RACE
7.1. organizational development: refers to the intentional and planned changes in advance within an organization. The notion is gross and systematic. Speak in terms of business and global, and along search mechanistic companies become organic, through organizational change, to change the corporate culture and make compatible the organizational goals with the individual goals of employees. The only possible way of changing organizations is to change its "culture", this is to change the systems within which men work and live. Organizational culture means a way of life, a system of beliefs, expectations and values, a particular form of interaction and relationship of a given organization. Each organization is a complex and humane system with its own characteristics, their own culture and their value system. All this set of variables should be continuously observed, analysed and interpreted, since the organizational communication influences the climate existing in the human resources (HR) policies organizacion.7.2: arise depending on the rationality of the philosophy and organizational culture. Policies are the rules that are established to manage functions and ensure that they perform in accordance with the desired objectives. They constitute administrative guidance to prevent that you employees perform functions that do not want and which endanger the success of functions specific. Policies are guides for action and to respond to issues or problems which may occur frequently, and that make subordinates to come without having to supervisors so that they solve them each case. Human resources policies are concerned with the way as organisations aspire to work with its members to achieve, through them, the organizational objectives, while each makes their individual objectives. Each organization puts into practice the policies of human resources that suits their philosophy and their needs. A human resources policy must achieve what the organization wants in the following aspects:-power of human Resources - human Resources - HR - development of human Resources - HR Control maintenance.
CONCLUSIONS
Starting from the analysis of them theories and terms about culture and climate organizational, is concludes that both terms are of relieved importance and practice of all the organizations. Of them will depend on the efficiency and productivity of the same. • It culture is a field magnetic that gathers all the be of the Organization and to all which in she work, what them people make in their activities organizational, contains the information on them values, principles, ritual, ceremonies and them themselves leaders of the organization. If people are committed and are responsible for their occupational activities, due to the culture allows them and therefore organizational climates are favorable. • The way in which employees view the reality and the interpretation of it, magazine a vital importance for the organization. The individual characteristics of a worker act as a filter through which the objective phenomena of the Organization and behaviour of individuals that make it up are interpreted and analyzed to establish the perception of the climate in the organization. If the psychological characteristics of the workers, such as personality, attitudes, perceptions, values and learning level serve to interpret the reality surrounding them, they are also affected by the results of the Organization, this is it inferred that the organizational climate is a circular phenomenon in which the results obtained by the organizations conditions the perception of workers , they condition the climate of work of the employees. • He was emphasizing the reality of the external pressures that surround the organizations; both in Panama and in any country in our America. Reactions to these loads imposed by the externo-internacional environment should deserve a response; answers that could display is in forms of strategies or political right to the particular vision future strategic. Is share, some suggestions of strategies before the threats of environments external variables as the vivid today day. • The culture is the set of understandings important that the Member of a community have in common. Organizational culture is a system of values and beliefs shared; the people, the structure organizational, them processes of takes of decisions and the systems of control interact to produce standards of behavior. A strong culture can contribute substantially to the success to long term of those organizations to the guide the behavior and give meaning to the activities. The cultures strong attract, reward and keep the attachment of the people that plays roles essential and complies with goals relevant. An of the responsibilities more important of it administration is give form to the values and standards cultural. • the culture can be a well or an obligation. Can be a disadvantage because the beliefs shared facilitate and save them communications. Those values shared facilitate also the motivation, the cooperation and the commitment. This leads to the efficiency of the organization. However, a strong culture is not appropriate for an organizational environment and a basic strategy can be inefficient. Is important have congruence between the culture, the strategy and the style administrative. • the culture and the personality affect the style and the philosophy administrative. The philosophy administrative of a person is a system of values, beliefs and attitudes that guide their behavior. The style is refers to the form in that is does something; is a way of thinking and acting. Administrative style is a particular way in a Manager behaves, with limitations that imposes the organizational culture, and guided by his philosophy staff. • the basic beliefs about people affect our approach to designing organizations and manage. Assumptions about people tend to become prophecies that are met. Organizations that are managed in a positive way tend to be more satisfactory to the participants and can also be more effective and efficient. • the current trend is the removal of the estables-mecanicistas organizations to give rise to flexible organizations.
PERSONAL CONTRIBUTIONS
The location of the main stages and values are living day to day in an organization, at a given moment can be described through an assessment of the organizational climate and culture. He diagnosis is the point of split in a process of feedback in which the personal of the company is the protagonist, since while the organization defines its situation ideal, is the personal who shows what missing by do and of who the organization is nourishes and learns. During the process you can detect problems, and propose solutions; be strengthened the integration of the personnel to organizational objectives; It is possible to obtain the information necessary to prioritize the efforts, resources and time towards a desired future. at the same time how to integrate the cross-functional work teams; and strengthen the culture which we want to find in the organization. In addition the climate organizational instead of be an obstacle is can convert in an allied to the achievement of our objectives. Is important that a diagnosis of culture and climate organizational look for the effectiveness of the system in terms of some standard or situation desired by the own organization, and for this apply measures appropriate for the needs of each a. As first contribution personal, propose a system of surveys or interviews personal to the personal of the company, to evaluate the level motivational with regard to its work and to the company.

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[ 8 ]

Address values in relation to cultural change

This text aims to introduce us in the practice of management by values, highlighting its importance as a new strategic tool of change management.
He objective is identify and inform on them aspects that enable the change cultural, by inserting a point of view that seeks to humanize it management in form different to it traditional.
The methodology employed is the explanation of the phases that make up this new type of address, based is in a structure chronological.
Results postulated the importance of the true intention of the change, the new management of the leader, the formation of project teams and the implementation of systems of feedback and rewards that must be assumed by all members of the Organization, as well as the practice of common values. It earlier are aspects of which lacked them ancient systems of management, slowing down the application practice of the change.
Uncertainty and change are features that characterize our time so it is necessary to apply new principles and values to within the Organization to ensure its viability in an increasingly demanding and competitive environment.
Traditional management techniques such as the address by instructions and objectives are notably insufficient appearing the direction for values as a tool of leadership that leads not only to an optimum development of the company but also the human and professional realization of all its members.
The new points of reference that proposes are the orientation to the customer, the autonomy and sense of them efforts professional, the change of culture business and the inclusion of principles ethical and sociological.
The address by values is a new way of understanding and applying knowledge. In addition, it is an update of organizational development that aims to introduce the dimension of the person in management thought.
The DpV is based on values. The values are basic convictions that a specific mode of conduct or final State of existence is personal or socially preferable to a mode of conduct or final State of existence opposite or inverse (Robbins 1996, 174.)
Another definition important to have in has is culture organizational, which is refers to the perception common that share those members of the Organization; system of shared meaning (Robbins 1996, 681.)
The changing cultural, as any change, implies resistance since when it does not exist there is no change to be managed.
A change of culture is a collective learning process which consists of two essential phases: commissioning and maintenance.

Commissioning guidance values

Phase 0: Refers to the existence of legitimizing leadership possessing willingness, commitment and ability to allocate sufficient resources for its success.
As essential features required a leading holder of global vision, personal development and empowerment of people, allowing lead to 3 major aspects:
Their energies personal and them of his team of support: the leader must possess capacity professional and know develop its energy personal.
Is must count with a team of support called "Cabinet of management of the change", which should be formed by a number reduced of people composed by professional dedicated full-time full, consultants, internal or external dedicated full-time partial and collaborators internal additional or subcontractors external that collect the information.
Is of vital importance that both leader as cabinet work in coordination and report of the decisions and results to all the entity.
Financial resources: are almost never considered in projects which is detrimental since the changes involve expenses both in direct elements that include the formation of new knowledge, skills, values and internal and external communication of change, internal consultancy and external and indirect elements that include the hours of production not intended for activities of change and readiness to receive information by all workers.
Time as resource: must be taken into account that a cultural change is a process that requires a considerable amount of time covering the medium and long term. Time is the most valuable resource since no stops or is saved.
Phase I: a time established the intention serious of the change accompanied of the leadership right is necessary define what vision, mission and values will be key to the new culture of the entity.
The definition of purposes implies a dialogue mass that incorporate perspectives common both of them members of the Organization as of them groups of interest of the environment, finding is between them suppliers, main customers, etc. It previous constitutes the principle of it management participatory, what allows decrease the resistance and get an optimal image collective of what is aims to in the future.
Some forms of identifying these elements are the meetings participatory, surveys, use of consultants external, etc.
The address by values supposed start the process projecting them values essential of the vision and the Mission for then look towards the reality, to the reverse of what is makes traditionally. Using this last, there is a risk of panic or get depressed too, away from an optimistic view.
The formulation of collective vision is to identify where the company is headed, and what resources and capabilities are necessary to achieve this. This is mainly task of the leader as relates to its capacity of projecting into the future.
Much-discussed is the subject in relation to whether it is suitable or not that the strategic vision of the company is known, there is suspicion to the strategic lines. It previous has little Foundation since is knows that the vision must be known by all, including suppliers and customers, to be assimilated and put in practice of way efficient.
The mission is concerned to the function or task basic of a company or agency or of any part of it (Koontz and Weihrich 1994, 122.)
The formulation and communication of it mission is important since creates a pride collective of membership, gives sense to the effort of the work well made and gives confidence and proximity to the customers.
To reformulate the mission is necessary to perform an analysis SWOT. The mode that the address by values introduces in this aspect is refers to the analysis is must perform from within the Organization to combine and coordinate them criteria, since them different members perceive of way different the reality. The other significant contribution refers to identify the suitability of the company based on their values.
The most relevant point is to apply the values required to achieve the vision and mission, or to identify the strategic operating values that will direct you to the company and will be assumed and practiced by all members of the organization.
To recognize them is necessary dialogue of the leader himself, dialogue at the level of management team and a dialogue between all stakeholders involved in order to recognize at all these levels, the most relevant and shared.
Characteristics which must be met are summarised in that should be few, simple and easy to remember, significant for the company's strategy, jointly chosen, significant for the needs of employees, communication and training through a specific process, perceived as of free commitment, that provide comfort to people participating in rituals derived from them, consistent between theory and practice directly proportional to the hierarchical level convertible into measurable objectives for action, compliance with evaluated and associated with rewards and periodically questioned and reformulated.
The final step is to concentrate and communicate core values that will govern the entire organization through meetings, graphics, posters, etc.
Phase II: after have reformulated the mission, the vision and them values operating is necessary establish them lines of action to follow for define objectives that will be carried to out by teams of projects that will allow raise it vision strategic to future of the company.
For your success is must transform those values essential in objectives General attainable in the medium term and objectives specific in the short term.
Indicators of measurement of core values should be taken as the first step in this logical process. So for example, if an organization determines that one of them values operating that must exist is the honesty; must then find or create indicators of measurement that allow check that its members are being really honored.
Is in this moment when we can raise US objectives complex as create systems that check the output justified of materials. Can occur that a value depend of variable very subjective, making more difficult find them appointed indicators. He is considered opposite values as honesty and beauty meters, can not be raised because there is no reason to find its maximum significance. However, the DpV must measure them to finally reach a consensus.
Project teams are chosen to implement the operating values and complex objectives. They are characterized because they must be coordinated by a leader, its operational size must be between six and ten people, members must devote part time to the project and belong to different hierarchies, its Constitution must be voluntary, team development and communication skills must be differentiated and must finally be motivated by economic incentives and recognition. Each of these projects contributes to the gap.
Maintenance:
Phase III: It is the persons policy based on values.
Internal procedures in relation to persons are, generally, lack of relationship with the strategies expressed by the direction and, in addition, units occur in fragmented to preventing the ability to empower them mutually.
The DpV raises the selection by values that is to select people who have values consistent with the Organization, reaching beyond the selection on the basis of professional qualifications. Even in the case of the experience, not refers to being determined in a company but the ability to have adapted to the changes, have succeeded in difficult situations, etc.
Identify values are personal values in line with the vision and mission of the company, corporate culture and those required for posts in specific jobs, finding there the personal skills and technical competencies.
Them questions key in the selection are, among others: what are their values or principles of action at the time of work?, would how believes that there is that behave is with them customers?, would could refer is to any anecdote of success professional or personal that reflect these values?.
The formation and development of values according to the request of the company is also important to, identifying what beliefs you have to learn or unlearn to develop them and what knowledge and skills are required for this purpose. This is achieved through training actions that they can take the form of expert conferences, meetings; open internal talks, development teams, etc.
Another key factor is the effort according to the fulfillment of values, to assess the performance for which you need a leader who knows his people, as well as having the resources to reward their efforts. For this wages, bonuses, etc. systems must improve constantly At the same time, you must redesign the working conditions: autonomy, identity tasks, equity, support, etc.
In summary, so the values are taken seriously we need to reward efforts that are made to translate them into actions. Moreover, it can be said that everyday behaviours occur in function values are rewarded and which not, thus creating a culture of recognition of efforts.
Phase IV: once core values become the orientation of conduct criteria must be analyzed and evaluated since it is common to rethink the vision, mission and operating values giving you maximum importance to then not assess them or give back their actions.
Is considerable the dialogue group for question values, what represents in itself a change cultural, making necessary audit.
This audit is related with the accounting and the Finance of the Organization, including the audits commercial of respect environmental, of communication, of quality or of others systems and processes internal.
In conclusion, the address by values is oriented to humanize it management to the inside of the company, recognizing that them levels lower possess knowledge that oriented competitively to the entity. This makes that the members develop, restate, share and live the values postulates. You should be considered that the hardest thing is to implement this process and manage action so each Member can make them own.
Throughout this process the participation of the leader is relevant since it should motivate, help identify common values, manage resistance and guide the change to declare a shared strategy.
Important thing is the true intention of the change because change is an opportunity and not a threat.

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[ 9 ]

Code of ethics Petrobras Argentina

The ethics is an ideal of the conduct human that guide to each human being on what is well, what is correct and what should be, guiding his life in relation to their similar, in seeks of the well common.
The ethics of our society and the ethical business are inseparable, some times not there is distinction between both. Our concerns daily as the efficiency, competitiveness and end of profit not can dispense of a behavior ethical.
The ethics in the work orients not only to take them decisions (what should I do) but also to the process that continues a time taken the decision (how it should make )).
The adoption of principles ethical and behaviors reflect the type of organization of which we are part and the type of people that are. Our respect by them differences individual and a concern growing by the aspect social, where include the issues of security, environment and health in form everyday in our management business, reflect the relationship of Petrobras with their employees and with the society.
Each individual has its own pattern of values. By that is returns an imperative that each employee make his own reflection, to mode of reconciled their values individual with them values of Petrobras, expressed in our principles ethical. In their relations with colleagues of work, customers and society, must act in accordance with the code of conduct, set of behaviors informed in them principles ethical, to be adopted by all the employees of Petrobras, regardless of the charge or function that occupy.
In its action, the employee must have in consideration, besides them codes of ethics, the legislation applicable, the categories professional, the Plan strategic and them standards internal of Petrobras.
Facing situations not provided for, should be chosen always the alternative that generate greater return or benefit for Petrobras and the society.
John Kranner, human resources manager

José Carlos Cosenza, President U.N. Argentina
Principles ethics and code of conduct that make up the Code of ethics of Petrobras

Objectives of the code of ethics
• Be a reference formal e institutional for the conduct personal and professional of all them employees of Petrobras, regardless of the charge or function that occupy, so that is convert in a pattern for them behaviors and behaviors expected both in the relations internal as with them public with which is interacts: shareholders, customers, employees, society, Government and community.
• Allow a behavior ethical according to those values that all have incorporated by consider them fair and relevant.
• Minimize the subjectivity of the interpretations personal on principles moral and ethical.
• Strengthen the image of Petrobras and its employees the public with which it interacts.
Principles ethical for Petrobras
• Honesty, dignity, respect, loyalty, decency, dedication, effectiveness, transparency and awareness of ethical principles are the greatest values that guide the relationship between Petrobras of the audiences with which it interacts.
• The performance of Petrobras aims to achieve increased levels of competitiveness and profitability, without neglecting the social responsibility, which is translated by the priority in matters of health, safety, preservation of the environment and its contribution to national development.
• The information provided internal or externally by Petrobras must be true, pointing to a try eco- and transparent with the public with which interacts.
• Petrobras considers that the private life of the employees is a personal matter, whenever his image or interests will not be harmed by such activities.
• Petrobras decisions are taken within the existing legal framework.
• Petrobras promotes a culture business that emphasizes the results of them individuals and the equipment of work.
• Petrobras considered the error as a form of learning, trying to of this way eliminate its causes and prevent their repetition.
CODE OF CONDUCT
This code, informed in them principles ethical of Petrobras, orients the conduct personal and professional of all its employees, regardless of the charge or function that occupy, and regulates his try with colleagues of work, clients and society.

His writing is organized into three main thematic axes: relationship at work, relationship with the
Society and commitment to ethics.
1. RELATED to THE WORK
1.1 IN THE EXERCISE OF THE POST or FUNCTION, THE EMPLOYEES OF PETROBRAS:

( to) looking for the best overall result for Petrobras, an attitude while maintaining transparent, of respect and collaboration with co-workers and the public with which it interacts.
( b) exert their functions and authority, with an entrepreneurial spirit and with the aim of overcoming challenges, focusing on the interests of Petrobras.
( c) not used charge, function, activities, facilities, position or influence in order to obtain any benefit for himself or for another.
( d) do not create 'artificial' difficulties in the exercise of his office, function or attribution, in order to assess their performance.
( e) exercise their powers effectively, eliminating situations that lead to errors or delays in the delivery of their service.
( f) respect intellectual property.
( g) they do not alter or spoil the content of a document, information or data.
( h) promote actions that make it possible to improve internal communication.
( i) not participate in sweepstakes promotional external organized by Petrobras.
( j) emphasize the integration and development of teamwork.
( k) promote that all are involved in the strategic objectives of Petrobras.

1.2. IN DEALING WITH COWORKERS, EMPLOYEES OF PETROBRAS:

( to) come form polite, with availability and attention to all persons to whom they relate, respecting individual differences.
( b) in his professional life, are honest and sincere with their coworkers.
( c) recognize the merits concerning the work carried out by peers.
( d) do not harm the reputation of colleagues by pre-concepts, false testimony, not substantiated information or any other subterfuge.
( e) not looking to obtain favours which in return generate commitment or personal obligation.
( f) stimulate the generation of ideas that is aligned with the objectives of Petrobras and have been discussed in meetings of work, although represent changes significant of the status quo

1.3. IN RELATION TO THE PRECONCEPTIONS, THOSE EMPLOYEES OF PETROBRAS:

( to) promote the good of all, without preconceptions originated in race, sex, color, religion, age or
any other form of discrimination.

1.4. WITH REGARD TO THE INTIMIDATION. THE EMPLOYEES OF PETROBRAS:

( to) not them tolerate, as well as not tolerate threats or harassment of any kind.
( b) not is subjected to situations of harassment (understood as the Act of disqualify by means of words, gestures or attitudes, the self-esteem, it security or image of the employee depending on the link hierarchical), denouncing to the harassing and encouraging to their colleagues in situations similar to proceed of the same way.
( c) respecting the hierarchy, therefore report to his immediate superior any irregular behavior, with the proper foundation.
( d) immediately inform their bosses, to make the documents of the case, any kind of bribery, act or omission that judged contrary to the interests of Petrobras. Not yield to pressures that promote to the obtaining of advantages unduly.

1. 5. Regarding THE CRITICISM, PETROBRAS EMPLOYEES:

( to) consider them critical constructive, made through those channels appropriate, as a demonstration of loyalty to Petrobras and to their colleagues.

1. 6. In terms of TOLERANCE to THE ERROR, THE EMPLOYEES OF PETROBRAS:

( to) learning based on their own mistakes and the LSO others, eliminating the causes and avoiding the repetition of the same.
( b) when they are not trained to perform some task, require help to colleagues and managers in order to obtain the means to overcome these constraints.
( c) systematically evaluate its mistakes and successes, with the participation of immediate management, aiming to improve continuously the quality of his work.

1. 6. WITH REGARD to THE MANAGEMENT OF THE PERFORMANCE:

( to) Petrobras used (GDP) performance management for the unfolding of its objectives and goals on commitments of work teams and people. Petrobras guarantees employees the right to know their performance evaluation. For that, it adopts a transparent process, with individual orientation to the employee on issues that directly or indirectly affect their work.
( b) Petrobras guarantees to its employees the right to know the criteria of them promotions, and its evaluation according to those criteria.

1. 8. WITH REGARD to THE COMMITMENT OF THE STAFF:

Petrobras recognizes the effort of its employees to improve the result of the work, practicing the greeting as way of rating their performance.

1. 9. AS regards THE INFORMATION PERSONAL and FUNCTIONAL

( to) Petrobras ensures that the information personal, including medical and on benefits, is restricted to the own employee and to the personal responsible of the custody, maintenance and treatment of that information. The request, analysis and review of that information only can be effected by who has the legitimacy for this, according to them exact terms of the legislation and provisions policy, under be presented as test in a trial, in accordance with the orientation of the area legal.
( b) Petrobras ensures to the employee the access to this information.
( c) those employees must collaborate with Petrobras informing any novelty in your data personal.

1. 10. WITH REGARD to THE RIGHT to THE CLARIFICATION

Petrobras ensures your employees the right to request and receive the necessary clarifications on
their rights and interests.

1. 11. In terms of THE WORK ENVIRONMENT:

( to) individual rights are legitimate and respected, and always reconciled with the collective well-being and representativeness of Petrobras.
( b) Petrobras guarantees to their employees an environment of work right, pointing to the security, hygiene, health and welfare.
( c) them employees of Petrobras may suspend the realization of activities where has situations in that their life or integrity physical and it of their colleagues of work is are in risk serious imminent, communicating the made immediately to its upper hierarchical.
( d) in the exercise of their activities, the employees of Petrobras preserved the heritage of the company, translated in terms of equipment, materials, information technology and strategic and facilities operational.

1. 11. IN WHEN to IT LOOK PERSONAL:

Petrobras recommends that those employees seek have in has the type of activity that run, the public with which are in contact and them habits cultural and business of the region or country where work.

2. RELATIONSHIP WITH SOCIETY
2. 1. ATTENTION TO CUSTOMERS, COLLEAGUES, SUPPLIERS AND COMPETITION, PETROBRAS EMPLOYEES:

( to) treat customers, colleagues, suppliers and competition so respectful and cordial, trying to perfect the processes of communication and interpersonal relationships.
( b) don't let customers and suppliers waiting for a solution, keeping them informed of actions that are underway to address them.
( c) not used deception that cause delays or damages in the exercise regular of the right of them suppliers, customers, providers of services and others.
2. 2. TO THE PROVIDE INFORMATION TO CUSTOMERS, PARTNERS, SUPPLIERS AND COMPETITORS, THE EMPLOYEES OF PETROBRAS:
( to) reported always information true, putting it to provision of form equal for all those interested. When not are authorized to answer a query, report this situation to the interested.
( b) relay public information in companies of Petrobras in an egalitarian way to all stakeholders, under procedures and analyses based.
( c) only forwarded documents to the public outside when they are duly authorized by the competent field of companies of Petrobras, always identifying the authorship.
2. 3. WHEN THERE IS CONFLICT OF INTEREST, EMPLOYEES OF PETROBRAS:
( to) not be involve in activities that represent a conflict with the business of Petrobras.
( b) not lend assistance technical or consulting of any species to suppliers, customers, providers of services current of Petrobras or to those that are in process of entry or that are participating of tenders, except when are formally authorized by the respective managements.
( c) not perform other activities in the schedule of work or those that you remaining attention or time to Petrobras.
( d) not used resources from Petrobras to serve interests private.
( e) in the exercise of their professional activity, do not issue comments on competition or on the quality or performance of its products, because they know that when a formal demonstration of Petrobras on this topic is necessary, this will be carried out by the directory.
2.4. IN TERMS OF PERSONAL, PETROBRAS EMPLOYEES BENEFITS:
( to) do not accept invitations personal to lodgings, tours and other attractions that may cause damage to the image or interests of Petrobras.
( b) don't let influence in decision making because of personal relationships with customers, suppliers, partners or competitors.
( c) do not maintain business relations with customers, suppliers, partners or competitors of Petrobras in which to obtain personal privileges because of the position or function occupied.
( d) not is are in partners, managers, advisors, solicitors or intermediaries of any entity that perform transactions or that is competitor of Petrobras in the production of goods and services.
( e) not pose, request, induce, suggest or receive any kind of financial aid, gratification, award, Commission, donation, present or benefit of any kind, for Yes, their relatives or any other person, for the exercise of their professional activities, or to influence another colleague for the same purpose.
( f) do not make use of the information you have access as a result of its powers or functions, in order to gain personal for relatives or third parties.
( g) not allow that their contacts with ex-empleados of Petrobras, through relations commercial or personal, influence in any decision of the company or favour the access to information qualified.
( h) not recommended consultants or customers suppliers or partners with which is related professionally.
( i) not accept gifts from customers, suppliers, partners or competitors, except those gifts clearly identified or without value commercial significant. Those of value significant that by any reason not to be returned, will be compulsorily incorporated to the heritage of Petrobras.

2.5. IN RELATION TO THE SHAREHOLDERS, THE EMPLOYEES OF PETROBRAS

Seek levels growing of competitiveness and profitability, of mode of pay to the shareholders of form fair and compatible with the capital invested.

2. 6. RELATIONSHIP WITH THE PRESS

Petrobras is manifest whenever creates suitable to do it. When through the media circulating news or data that are not true and that affect its image or that of its employees, Petrobras clarifies the facts immediately.

2. 7. RELATIONSHIP WITH UNIONS

Petrobras maintains a respect relationship with unions and does not practice any discrimination to unionized employees.

2.8 RELATIONSHIP WITH THE COMMUNITY

Petrobras aims to support the actions for the exercise of citizenship and to local, regional and national development in particular those aimed at improving the living conditions of the communities where it has activities.

2.9 AS TO THE STRENGTHENING OF THE IMAGE

The employees of Petrobras prefer products and services of Petrobras demonstrating publicly its confidence in the quality of them.

3. ENGAGEMENT WITH THE ETHICS

3.1 considering the exercise of the citizenship, them employees seek to always respect the laws, standards procedures and the code of ethics.
3.2 the violations to the principles or to the code of conduct are subject of application of measures disciplinary.

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[ 10 ]

Importance of the culture and the communication institutional

-A problem that has its history
-How to communicate identity
-A third support: the advertising and relations public
-Organizational communication as a basic theory
-Communicative situation of some organizations
-Literature
The problems associated with the image and corporate or organizational identity of companies and other types of Cuban entities or foreign, are close relationship with modern theories of so-called organizational communication and improvement and application of some methodologies for research, diagnosis and strategic programming.
Only there is a way to ensure that the Organization has a single for their different public image: being only one, really. And for this the first that must perceive it so are their own workers, who have of be carriers of them values or attributes that this Organization recognizes in if same as essential.
Would what do then before the demands of greater opening toward the market in borders and out of them, drawn by the address of the country? Faced with the launch of new products? In entities that lend their services in the market internal, but loaded with the inheritance of a low culture organizational and level professional of their workers?.
Such problems is linked closely with it communication identity business u organizational and the determination of their attributes or values attributable in each case, and is connect to your time to a level macro with the theme more strategic even of them political and programs of improvement and/or resizing of companies e institutions, to tone with them demands growing of the economy and society Cuban currently.
A problem that has its history
Without detail it, is worth remember how disappeared them marks and signatures registered, starting from them years sixty, leaving only the exceptions essential for our trade outside or maintained perhaps more by habit that by real demands commercial internal.
The economy Cuban is built today on bases new, where the efficiency, competitiveness and excellence are words that have a sense and familiarity increased for executives and workers simple.
The image public of the entities and their products / services even without the customer them has submitted to test, decides to often them options of this last. We communicate long before entering into direct contact with the public. And know to do it right now seems to be a matter of survival and development, in the new contexts in which moves the country.
More, are what communicate and how?.
The identity of the organization is not more than the set of traits that characterize it or distinguish and differentiate it from other similar or different category. If this is so, our problem begins by treat of find, study, define and make assert such traits, and project them modes and way to communicate them (make them perceive) of it way more effective.
Several papers University and other institutions demonstrate that the first difficulty lies precisely there. In the process of necessary study inwards and outwards (history, missions, geographic and social environment, quality of products/services, projections, competition, human resources, self-image, image intentional and public image), which should allow an expert definition than it is (or should be) in each organization as good and distinctive.
The concept of corporate identity thus arises from the diagnosis of the essential attributes of the Organization and aspirations of overcoming possible. It is present truth and future goal. What it is and what it aims to be. Reality and symbol. The core substantive of his message to all.
Such concept gives answer to the question: what communicate?... We must communicate the identity of our company and its products/services attributes.
How communicate the identity
The ways of doing so are based on three main media: corporate or organizational behavior, corporate design or visual presentation, and the corporate or organizational communication (public relations and advertising).
Identity management involves setting standards of conduct and performance of each and every one of the constituencies of the Organization, in a similar vein, with one voice. From the Manager to the receptionist, Cook and the hotel housekeeper; from the sales department to the laboratory and simple factory employee.
Is express also in an ethics common and a same feeling on the history and traditions of the company or institution: a commitment and a concept only on the quality of the product / service and what each who brings to this in its sense of all. And a style distinctive to communicate with customers.
When all this is assimilated in a conscious manner and makes every Member of the entity body is that we can begin to talk about organizational culture, as "a set of implicit values that help people in the Organization to understand what actions are considered to be acceptable and what are considered unacceptable;" or which also explains Adecec (Association of consulting companies in public relations and communication) as corporate culture or business philosophy: "a set of values that define the performance and behaviour of a company and which give it its own identity".
The conception and design of symbols, names, brands and other Visual elements, on the other hand, encode the message's formal presentation of the company to their audiences, on a daily basis. They are his identity card and perhaps its best or worst heritage. The expression more subjective from what she means. With the time simply enunciating a Word, show a logo or them colors of a uniform for all your image is evoked in the mind of many people, for well or for wrong.
Could be such symbols the object of a decision hasty or without the competition of a professional experienced in the matter?. The truth is that it is often clearly. And in other occasions, exist the symbol well conceived, an employment inconsistent usually give to the fret with your intentions. The confusion with regard to the problem of the brand nor often scarce: would is is of a product, a line or a portfolio of products? What type of strategy of brands is that more should be?, what studies of market is have made?
A third support: the advertising and relations public
Finally is by address the set of actions that should perform the entity to communicate is by media advertising and develop their relations public with others institutions u agencies, as well as with their customers and workers.
Presence in trade fairs and exhibitions, sponsorship of events, contests and grants, in this area occupy a fundamental place; as their relations with them means of communication mass, particularly the press, radio and television. Too often become investment without a clear idea of what is expected of them and the sense of our actions.
The realization effective of strategies of marketing requires a proper domain of their technical of communication, between which-next to them sales personal, the promotion of sales and the advertising,-the success operational in last instance is decides by a good management of relations public, generating of an image of prestige, accredited and family.
Of equal mode fits underline the need of a correct political of communication internal to them own members of the organization. System stimulation, labor and family activities well organized, the creation and transmission of traditions from old to young, collective birthday and environmentally friendly, personal and friendly treatment among executives and employees, together with other actions, should be part of that policy. As recognition to those who most stand out and the constant promotion of the individual and collective pride in the successes of the entity
All the issues raised here shows the importance of the communication strategies of any organization, in any field of social life. Strategies that guide the relationship between buyer and seller, Chief and subordinate; the company or institution and their publics. And that established clearly the differences between its management of identity (permanent) and the program of actions promotional occasional on the launch of products / services, Conference, campaigns u others objects of its work to short term.
Communication organizational as theory basic
Where to begin?
Different theories and methodologies for organizational or corporate communication form the basis for the analysis of issues related to identity, image and communication of any entity type programs, and connected with, the promotion of your products/services.
A instrument of research very important in that sense are the techniques of audits of image or communication.
The researcher Federico Varona Madrid it stresses with success:
Communication audits have come to fill the gap that existed between the research and the application of the results of that research to the improvement of organizational communication. The results of the audits have shown, on the one hand, that there are indeed practices of communication that are detrimental to the effective functioning of the Organization and which need corrective action. He has also been thanks to communication audits that organisations have begun to feel how the theory and research which is taught and practiced in the Academy can be beneficial for their organizations..."
Several authors (Klepners, Costa, Villafañe, Muñiz, Gonzalez, Lozano, Rivera and others) although they raise different nuances in their respective approaches, coincide in highlighting the importance of such audits. "Research on this subject demonstrate two important facts - us says Carmen Rivera-: one, that cultures differ among organizations and other, that organizational cultures may affect the performance of the Organization"
However, the insufficient development of some companies and institutions, both in its strategic dimension as operational, requires the use of methodologies more abarcadoras, whose diagnosis allows to recognize concepts and attributes of identity in those entities that lack of properly designed communication programs and strategies.
The understanding of them concepts of identity corporate and culture organizational is fundamental as point of split for enter is in the knowledge of their different options of management and them steps to undertake to undertake with success any research intended to diagnose the situation organizational and their needs and possibilities of change.
Diagnosis and their chances of effectiveness are closely linked with methods to restructure or revitalize businesses. (In dependence of their results, the audit could throw five types of stadiums as situation of the company: to) harmony and continuity, when all March successfully and any measure to introduce would follow the course normal of the work preceding; (b) temporary maladjustment or adjustment premature, when partial difficulties that require certain corrective adjustments; (c) processing or reorientation, when the entity requires significant changes in some of their policies or strategies to achieve the desired image; (d) restructuring or revitalization, when the detected situation implies the need for profound changes in the structure and form of acting of the entity.
Rivera insists that the possibility of changes based on such diagnoses and dissonance reflecting these with regard to the model to reach, much will depend on the seriousness and willingness with which the entity intends to a metaestrategia or action plan, which could involve changes formal or essential policies, development programmes, values, modes of business behavior , etc.; as well as recognition that the structure, culture and individuals that make up the Organization are three different elements whose modes and rhythms of transformation are dependent on their own intrinsic dynamics
But with many common aspects, literature is varied in their approaches regarding the steps to put into practice for such audits. Authors Firsirotu and Allaire, for example, summarized in the following terms:
. Evaluation to the detail of the structural and cultural factors and links
. Definition or elaboration of the objectives desired in both cases as a hypothetical model
. Program comprehensive of means and actions of communication for their achievement
. Designate and properly train agents of change and placing them in key places of the Organization
. Start the program and control and periodically evaluating its implementation, introducing any adjustments deemed necessary.
The definition of the desired objectives, in this case, means the prior identification of public goals and mutual interests between them and the corresponding entity; However, between this step and the elaboration of a programme of media and actions of communication is essential the creation of a strategy of the message to convey; or, the concept or idea to persuade, both in what is referred to its content as to its elements formal.
The Manual of ADECEC, points with greater precision the first appearance, but although speaks of "strategy", only is refers to the "description of activities"; i.e., that also omits the step creative that is refers to the elaboration of the "concept": see:
. Audit of communication: Research (background, situation current, etc.)
. Identification of interests
. Definition of objectives
. Definition of strategy (timing, description of activities)
. Implementation
. Evaluation of result
In our view, maintain even all force authors Nancy Yion and Otto Klepners, when they point out rightly the need for a strategic projection of the main ideas to convey, insisting both that it is essential to a "creative" stage: the elaboration of the "concept" or "promotional axis" (Klepners), of the "strategy of the message" - arguments and images-(Yion).
Hence, summarizing, the set of steps to give to undertake a projection of this nature, regardless of them different nuances with that are addressed in the bibliography, implies in essence:
A study, audit or previous research (situation analysis),
The projection of overall strategies (a.-identification of interests between the entity and its public and communicative objectives, b-creative strategy of the message, both in content and managing media and images)
Plan or programme specifically for the use of media and communications
Designation and training of agents of change, when necessary
Execution and control part and end of the project.
The mounting of the audit or research prior can splitting of them different situations or stadiums that is would notice through a first investigations based in the "briefing" (information of input) made and delivered by it own entity. This step is susceptible of make is by the company or institution following a guide preset. The information obtained so will be a material of great utility for the specialist, on whose base can project and start the research relevant.
Situation communication of some entities
The need of rushing with urgency a political of resizing strategic of some companies and institutions in the field of it communication organizational, comes being confirmed again and again through numerous projects made by the Department of communication Social of the University of East, in Santiago of Cuba, as well as others institutions, during them last years.
These projects covered a total of 18 companies, among which there are 9 tourist facilities and other 5, in addition to these, inserted their services sector MLC; in two cases is is of projects community, and 6 more are institutions or entities that lend services scientific, informative or of another type.
Most (10 entities), the diagnosis result of the research considered that the stadium in that is was the Organization required a "transformation or reorientation" of some of its political or strategies of work; While 3 of them demanded a profound "restructuring or revitalization", and 3 "temporary adaptation or adjustment" of some operating systems. Only in 2 cases the research appreciated a fully satisfactory situation of "harmony and continuity" in their projects, however leaving a set of measures for the improvement of their communication programs.
Based on those results, only 3 cases recommended a change of some structural processes, and 10 of them, full or partial aspects of certain basic strategies. In terms of communication, were 15 comprehensive programmes related to the corporate identity and/or promotion of products and services; While 3 of them focused their attention only on this last reference object.
An aspect of great importance, as he has been said, is that refers to the attributes of the entity and its products and services, from which developed the concept or basic message to handle on all channels of communication. The main values extracted from the study and later projected creatively were as follows:
Quality and exclusivity of supply: 15
Personal and differential treatment to the customer: 15
Corporate identity of the chain or organization concerned: 11
Direct contact with nature: 7
Historic ambiance: 4
Values and cultural institutions: 6
Adventure: 5
Advanced technology: 4
Other (economy, geographical location, etc.): 4
It is worthy of interest highlighted as positive fact that most of the features have a character inner, inherent to the entity and its products/services; Although others such as "contact with nature", "historic environment" and "cultural", "adventure", etc., external to the Organization, also occupy an important place in the concept to manage in the respective projected communication programs.
Finally, researchers evaluated the attitude change that showed in their different classes of internal entities, appreciating that in 6 cases could be considered high; media in other 7, and get off at 5.
Them data summarized and outlined previously, in addition to confirm the importance of them audits or studies of communication organizational, designated some of them main difficulties that presented entities analyzed, starting from which could infer is the hypothesis of that a number relatively high of our companies e institutions is found in stadiums similar.
It is clear also that the diagnosed situation goes beyond a "promotional" or "communication" problem frames and transcends to a structural or strategic nature elements, which could constitute serious obstacles to any effort of revitalization or business improvement. Similarly, it is obvious that in addition to its administrative or managerial implications, also committed participation and the role of other political and labor factors that affect mood, levels of understanding and behaviour of workers.
The more practical perhaps to start with a look "inwards", from our own organizations. Perhaps this could be the first step of a movement of revision or creation of the respective programs of communication in many entities, counting with the effort internal and the support of some professional with it due experience in this important discipline.

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[ 11 ]

Reconciliation of work and personal life in a public company: the case of AENA

The PAE provides support with regard to steps personal and support emotional and containment in case of behaviour addictive. The basis of the conciliation between work and personal life is respect for the right to rest of employees on special days (birth, marriage, death of a family member). AENA they have the possibility of leaves of absence to care for children less than 3 years and family until 2nd degree of consanguinity. AENA gives a maximum of 3 years of absence (licenses). Also license of long-lasting cases special (can be several years) by personal problems of the employee. The company is responsible for assuring the post.
The company performed in 2001, a study with respect to the standards and programs of conciliation of life labor and family in companies important of Spain. They detected that there were too many measures, but the most advanced, had psychological cabinets to assist employees with disorders and people with addictive behaviors. The companies that were with these cabinets were: Iberia, Renfe and the Court English. Then they designed the Program of attention to the employee (PAE) which is based on a personalized advice and information service whose main objective is to help balance personal and professional life of the people who work in AENA.
The objectives that have been fixed are:
• Improve the quality of life of the worker
• To facilitate the resolution of everyday problems both personal and personal
Among others, the employee benefits are:
• Improvement in work and professional life
• Helps to manage tensions interpersonal
• Saves time with the enhancement of affairs petitions
Among others, the benefits to the company are:
• Drop in absenteeism
• Increase of the productivity, the people working more contained
• Add value to the human resources department
The SERVICES BASIC of the PAE are:
Inform and advise employees on various issues
Provide support in key issues
Management of issues of everyday life (procedures, care of children, family members, etc.)
Management of issues related with themes psychological (Affairs private)
Characteristics of the SERVICES BASIC:
The service is confidential and voluntary. Them people is communicated to a line telephone, but does not say who are, the consultation remains anonymous. This service provides coverage not only to employees but to immediate family members. There is telephone contact with qualified personnel. Calls are unlimited, to a free line (which pays the company) from 9 am to 18 pm. If the problem requires it, takes the form of a consultation face to face with a specialist: lawyer, Economist, psychologist, psychiatrist, family therapist, among others.

EVERYDAY LIFE

The types of advice are: legal (divorces, housing, wills, successions, etc.) tax (statement of income, taxes etc.) economic (finance, mortgages, loans, etc.) Employees can request a Manager for the Declaration of incomes by telephone and free, speak with a specialist on divorces and wills and advising on mortgages and other trade issues.
Examples of actual telephone consultation on issues of this type:
"I'm living rent and I want to take."
"My father has died without a will and I don't know what to do".
THEMES PSYCHOLOGICAL
It provides advice phone them 24 hs them 365 days of the year. The service is confidential and voluntary. Them answers are immediate and the coverage also it can use parents, children, spouses or partners of the employee. Also is gives the possibility of make a consultation face to face with a psychologist if the topic it requires (until 5 consultations in person).
In general try cases of stress, anxiety, diseases, divorces, problems with the children and other conflicts.
Examples of consultation telephone real on issues of this type:
"My child has problems at school but I don't know how to help you"
"I am sad and I don't know why"
"My mother is increasingly worse head and not know how to help her"
"I have problems with my coworkers"
"My partner abused of the alcohol"
On the other hand the PAE also provides SERVICES COMPLEMENTARY of utility for the employees.
Basically is seeks through them SERVICES COMPLEMENTARY put to disposal of them workers a person of support to perform steps unavoidable and exceptional, within its day labor.
The requests must make is by telephone of 9 to 18 hs and with at least 24 hs of anticipation. These services are NOT CONFIDENTIAL and are carried out through a line 901 (pays half the employee, half the company). The steps are very different. Among them: go to search to them children to the College, if the person is in a meeting working and not can get. A nanny goes to search to the child and asks to the father / mother if it leads to the House, to the cinema or to the Park until exit of the work. Also, if the employee should take to a family to the medical, and is you complicated by reasons labour, can call to the PAE and a person qualified will perform this task. Between others steps are: collect a certificate of registration, do steps Bank, renew the meat of driving and collection of documents.
COMPLEMENTARY SERVICES are permanently audited by the RR area. HH. to check applications. To the be NOT CONFIDENTIAL is requested the name, last name and sector of the person that so requests.
Budget of the PAE
Services are delivered through a company. The area of RR. HH. performs the contract with the technical conditions of service and the company that submitted the best proposal and cheaper, has more chances to be awarded. Also, the company that provides the service, provides statistical reports for technical use, made recommendations that only responsible for the program receive them. Thus, attempts to detect points of improvement of the program, evaluating recommendations and the provision of basic services.
The budget leaves the direction of human resources and is limited. Once orders exceed it, the service is suspended. This has only happened once, in 2005.
The company began in 2002 with 100,000 euros allocated to the PAE and now the budget of € 200,000, to meet the demands of 6,300 workers in all Spain.
When exposed on several occasions the characteristics of the service, Osuna explained to employees, it is NOT the PAE to avoid confusion, problems and excesses in the use.
The PAE NO is:
A "solution magic" to solve all the problems of the employees
A possible patch without continuity that happened to the Department of human resources
A mandatory and expensive service
A service to save people the cost to make their own arrangements
A service where the reliability of the user is little reliable. The company is audited by AENOR, and organisms of control that sends the law organic of protection of data personal.

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[ 12 ]

Benchmarking: how learning from the best

Currently, the theory modern of it administration us allows know a new vision, a new paper of it management, which must keep it synergy in the Organization, with them workers and them managers, suppliers and customers, and with people of other organizations where exist and can have relations and transactions.
Under this approach, let us consider the term "benchmarking", a more widespread word which, because of its importance, we will have to add it to our vocabulary. The word "benchmark" can be translated as a point of reference.
According to Michael Spendolini "benchmarking" is "a systematic and continuous process" to assess products, services and work processes of organizations that are recognized as representatives of best practices, in order to make organizational improvements.
For the realization of a process of benchmarking there is a variety of methodologies developed. One of them, proposed by Robert Boxwell, is as follows:
Determine which activities we do benchmarking, essentially in activities whose improvement will contribute significantly to the competitiveness of the organization.
Determine the key measure.
Identify the companies with the most advanced practices.
Measure the performance of the companies with the most advanced practices
Measure our own performance.
Develop a plan to meet and exceed, or model.
Obtain the commitment of management and employees.
Implement the plan and monitor the results.
The different methodologies of benchmarking are similar as regards their steps Basic, however there is almost consensus in recognize them following types of benchmarking:
Benchmarking internal
Competitive benchmarking
Functional benchmarking
Internal benchmarking is to identify best practices in different departments, business units, etc. of our own organization, to then apply them in other areas of the organization that have similar activities.
Perform this type of benchmarking often large organizations, with activities widely extended, with premises in different parts of a country or the world, and it is that some work processes that exist in a part of the organization can be more efficient or effective than other parts of the organization. Frequently, sharing a significant amount of information accompanies the internal benchmarking. Many organizations can realize the immediate benefits to identifying best business practices and transfer that information to other parts of the organization.
It benchmarking competitive comprises the identification of products, services and processes of work of those competitors direct of our Organization. The objective of the benchmarking competitive is identify information specific about them products, processes and results commercial of their competitors and compare them with those of our Organization.
It benchmarking functional includes the identification of products, services and processes of work of organizations that could be or not competing direct from our Organization. Functional benchmarking aims to identify best practices of any organization that has earned a reputation for excellence in specific area that is undergoing benchmarking. Is uses the word functional because in this field the benchmarking mainly comprises activities specific in an area functional determined, as for example manufacturing, marketing, engineering, resource human.
In conclusion, we can say that the purpose end of the process is creating an advantage competitive sustainable in the time; for this is necessary develop the collaboration, the support mutual, so is can innovate, try new things, get to be exceptionally productive and effective, and convert us in a model, a point of reference, a "benchmark".

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[ 13 ]

5 tips to start to make Benchmarking

1. identify areas of your sector or company in trouble

Because benchmarking can be applied to any business or process. You will need a prior research that includes: talks informal with customers, employees and suppliers, this through focus groups or investigations of market, statistics questionnaires, surveys of satisfaction, process maps, financial analyses and reports on quality controls.
2. Identify organizations that are leaders in these areas.
Look for the best in each category and in each country. See to customers, suppliers, analysts financial, associations entrepreneurs and magazines of business to determine which are the companies that worth it penalty investigate.
3. study the best practices of these organizations.
An initial study can be done at a good University Library or on the Internet. This you will give a panorama general, for greater details is required a visit in form personal. Call to the CEO and ask you if a group of executives and employees of your company can visit the facilities by a time. Be direct to propose the visit. The majority of them CEOs is feel alagados and will accept the proposal. Let in light that any information during the visit will be shared with them also. Determine what topics are out of study, that things not them interest. Ask if you can take photo and video cameras. Prepare well two lists in advance: a list of objectives and a list of questions. Choose between 2 and 5 visitors, people who are related to the subject that concerns them (for example if the objective of the study is to make benchmarking on the relationship between the systems area and the shopping area, summon people from that specific areas) that will be responsible for implementing any recommendations. Or people with charges covering a wide range of responsibilities (convene for a visit to a Director, Manager or boss) also may include a consultant external to the visiting group.
Meet with employees to explain the purpose of the visit and assign to each one or two questions to make the employees of the company visiting. Explain what issues are outside the Studio. Tell them to think about how this visit can enhance the company/sector/area and think more questions. Leave out questions that may cause legal problems (e.g. pricing or the development of a new product)
Send a letter or email confirmation a week earlier, clarifying day, hour and place of visit (to which will be attended by) many people go and their positions, objectives and a list of possible questions. Visits last approximately between 1 and 3 hours. When they go take a present to show that they appreciate the opportunity, not to criticize what they see and focus on your goals. Look for anything unexpected or outstanding. As soon as they return to their offices (hotel u) overturn its data in writing immediately. Discuss that they have learned and how to apply it successfully. Ensure is after each visitor has a plan of action detailing as must implement the new information in its work. Also will be necessary to design some analysis formal as the maps of processes of the process that have "benchmarkeado". After several weeks call again to the CEO for Express you his thanks and tell you examples specific of how the knowledge acquired thanks to the visit will be used in your company. Send you a copy of all the reports written by their employees in thanks by have them allowed the access to their facilities.
4. implement the best practices. Delegate responsibility for actions to individuals or teams inter-areas. Set measurable objectives that must be met within a specified time. Monitor the results. Get the key people in the company/sector/area, delivered you a report in a page of extension on how the implementation of changes is being held. Distribute this information to the entire organization
5. repeat. Benchmarking is an ongoing process. Best practices can always improve.

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[ 14 ]

Planning is essential to lighten the responsibilities of senior management

The type of total planning or set indispensable to relieve the responsibilities of senior management.
The task of a management consists of essentially observe the mode with which your organization responds to the environment in order to achieve these objectives. His work encompasses all of the company, and its operation on the environment. Although the attention of the steering is centered on his company's system, it also has to worry about the performance and internal operations of the subsystems.
All senior managers break down that responsibility on parties that create suitable to meet its mission. M Bower (1966; p. 17 and 18) says that there are 14 processes basic and perfectly delimited, that include those components on which is possible give form to a system of management and address for any company: fixing of them objectives; strategy Planner; establishment of the purposes; development of a philosophy of the company; establishment of policies of their own; provision of facilities; contribution of capital; standard-setting; establishment of programs of management and management and operating plans; informative control; incentives for employees. Charles E. St Thomas (1965; pp 20-21) asked to a representative group of businessmen are the most urgent problems that had to face. And les asked that respond not in terms of their concerns everyday but with regard to the problems seen to long term; that type of problems that do not are just of solve. The opinion key was that those problems pressing of them managers were:
1. offer a few products and services ahead is to the competitor
2. Locate and retain to the personal best trained
3 encourage managers of lower scales to accept a delegated authority
4 know the most important movements that occur in the business, particularly if the organization is complex.
5 integrate the efforts of all functions in a whole cohesive, so that the full force of the company's appreciation to the key activities.
These problems not are exclusive of the high address, but very probably are the same with which is have of face them managers of any level. Are common to all company.
The problem and its significance will vary with the company, with the passing of time and changing circumstances.
"Now well - says Saint Thomas (p.21) - tonic dominant problem, principle, is something in which all managers have to face in their careers, in business."
In another study (Stieglitz and Jarger, 1965) published by the National Industrial Conference Board, the minimum task of senior management in a decentralized company would be:
1) determination of the objectives of the company (terrain in which business is conducted) and the distribution of the resources corresponding to these objectives.
(2) creation of a system of values basic-political and principles ethical-that govern the conduct of the different parties members.
(3) determination of the structure organizing and the selection of the personal key to handle such structure.
(4) evaluation total enterprise and its components to be moving toward established goals.
(5) distribution of the benefits of the company, between them different parts with right to this: shareholders, personal worker and administrative, Government state and federal and the company in itself same.
The NICB concludes by saying: "these responsibilities reserved to senior management, can be summarized as a global planning and control" (1999)
The conclusion that can be reached after considering the fourteen requirements with respect to the establishment of a management system of Bower, Charles E. St Thomas problems, and address as well as the reserved responsibilities referred to the NICB is that all this cannot be treated properly if an effective planning system. Anyway there are to make a preliminary remark: any Planner system by very skillfully that has been charted, can handle all the responsibilities and problems of a Senior Executive, but that many of the problems and responsibilities will be outside, so that either the maximum task of address once perfected planning will have been effective and implemented their plans. What it is evident that much of senior management decision-making, requiring a direct responsibility, can and must integrate with and met in the overall planning process.

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[ 15 ]

How is the staff turnover calculated?

The rotation of the personal is calculated by dividing them low by the total of employees.
Rotation of employees = number of resignations or dismissals average number of employees
In general it is set as an annual percentage. If you lose to 3 employees during the last year of a roster of 46 employees, their annual rotation will be:

Rotation: 3 low/46 employees =.0652 = 6.52% of annual rotation.

On the other hand, if you had 3 low last month, and the employees of the company are 46, the turnover rate will be:
Staff turnover: 3 low per month / 46 employees =.0652 = 6.52% monthly rotation.
If this rotation continues, if you lost 3 employees by month, multiplied by 12 months, = 36 low to the year of a total of 46, would be a rotation of the 78.26%.
This calculation is set in the following way:

6.52% per month * 12 months = 78.24% for a loss of 3 employees to the month.

And what we said this as managers? Good that a rotation of the 78% in a team of 46 people, you'll see forced to hire and train to 36 people new each year.
This is much time and money that is can use of another way to manage the area of resources human and improve those skills.
If this rotation continues, if you lost 3 employees by month, multiplied by 12 months,
= 36 low to the year of a total of 46, would be a rotation of the 78.26%.

What would be a level reasonable for rotation?

Both as employees leave the company, so a 0% rate is almost unfeasible. To achieve a level of reasonable rotation, companies are often compared with their same industry or sector. A objective l {ógico to follow could be keep the rotation of the personal to a level not greater that the average of the industry.}

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