The specialty in compensation… Is your Systematized Management Compensation?… [Megaposts]

Administration of human resources in organizations

Administration of human resources:

1. When well-written resumes do not work
2. Innovation and employment: evidence-scale enterprises
3. The specialty in compensation
4. Is your Systematized Management Compensation?
5. 6 reasons to outsource payroll
6. Compensation objectives and salary bands
7. Best practices in Selection and Training: American Express Travel
8. Features of Corporate Communication
9. 13 tools for internal communication
10. Oratory
11. comprehensive salary depending on the time worked
12. Causes of conflict generated by economic incentives
13. lateral and informal communication
14. Leadership and Emotional Intelligence
15. Culture determines how we interpret facial expressions

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[ 1 ]

When well-written resumes do not work

Job seekers spend more time worrying about their curriculums that other aspects of the search process. This is because most believe that the curriculums are magic tools. But no matter how well you stay "on paper" the reality is that the curriculum alone will not get you very far.
The job search is composed of a number of components, including your own perspectives, various activities job search and interviews. Each component leads to another, and if you lack the strength or conviction for this, your search will fail. In the background there are telltale signs that your job search may be in danger and the sooner solutions this, the more chances you have to get a job.

Signs that have a unenthusiastic look

> Quickly you discard the advice of someone making comments like: "This does not work. I've tried everything "
Solution : Keep an open mind when someone gives you advice, even if you already had said. Sometimes it only takes a couple minutes to get us a message.
> After an interview you make comments like: "Just saw me (the selector) I realized I was looking for someone younger than me."
Solution : No jobseeker is the perfect candidate. Some are very old others are very young; some have too much experience, others have none.
> You send mails that say, "I sent my resume immediately last week and you never called me. Can I put aside "?
Solution : When you feel overwhelmed, frustrated or angry, go for a walk to clear your head before sending an offensive email.
> You are not enough responsible for your own job search, and blame external factors for your lack of progress.
Solution : There are aspects of your job search that you can not control, but if you can (number of calls per day, attend meetings to interact with people, etc.) tómatelos seriously.

Signs that have a passive management issue

> You have not developed a plan for job search and spend a lot of time sitting.
Solution : Take time to establish a strategy and write it down on paper. Do not trust your memory.
Will make you feel more responsible to write what you think and dump everything on paper.
> You're going to take your job search without the guidance of a specialized person.
Solution : Get someone who can give you an objective view about what you do to find work. By doing this you will know what you need to improve and what things are doing well.
> You adopt the posture "If you are interested call me."
Solution : Take the initiative to call employers to know the status of your application.

Signs that your coping skills are being wasted an interview

> You are always best, they were about to hire.
Solution : Call someone you've interviewed in the past and ask because you never received a job offer. When you have spent a lot of time, interviewers will have fewer problems tell the pro reasons which were not chosen.
> Going on interviews saying "Damn! Why I say that "or" I would have told you my experience ... .. "?
Solution : After each interview, write down everything you said and did not work and as we return to say in the next interview. When you return home, write a note of thanks to the selectors to mention carefully you would also have liked to tell ...
> Whenever you go you an interview you think your performance was very good but never get a job.
It solució n: Work with a recognized selector or a specialized staff that is able to help you discover and correct whatever it takes professional.

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[ 2 ]

Innovation and employment: evidence-scale enterprises

The effects of technological innovation on employment of enterprises, from a panel of Spanish manufacturing firms observed during the nineties.

Innovation is generally considered by economists as a generator of two effects on employment. On the one hand, it is expected to destroy jobs, reducing labor input requirements per unit of output. On the other, it is hoped to trigger an expansion of output to finish creating more jobs than it destroys. The modes of operation of these two effects are not, however, little known and particularly few attempts to quantify them .
The basic mechanism is supposed to operate, first, at company level. Formalizations of this idea can be found, for example, in Stoneman (1983), Katsolaucos (1984) and Hamermesh (1993). In the field of business, process innovations reduce first, the employment requirements for producing each quantity of output (displacement effect). But, at the same time increasing the efficiency of labor and other inputs will cause a reduction in the marginal cost, that if he moved to prices, will generate an increased demand .de (compensation effect).
The overall result of the operation of the two effects is expected to be positive and be related to the value of the price elasticity of demand. In addition, the change in demand will be reinforced by the introduction of product innovations that create a pure compensation effect.
The result of this mechanism only provides, however, the upper bound of the impact that innovation can have on employment. The behavior of the agents of the company, trying to appropriate rents of innovation, can aggravate the displacement effect and weaken the compensation effects. Two obvious ways are negotiating wage increases, which counterbalance the cost savings obtained through innovation and exploitation of enlargement of market power through price rigidity insufficiently moving the change in costs.
Despite the interest of the subject, there have been very few studies that have addressed directly, probably because of the difficulties of data plan: tea. Some previous works are related, Nickell and Kong (1989a, b), Van Reenen (1997) and Smolny (1998). The present work is aimed to make a structural assessment of these effects on enterprise level. For this, a theoretical framework that includes specification of the production function (and therefore cost) of the company as well as the demand function is constructed, through which the compensating effects work. In this context precisely defined displacement and compensation effects. The work also includes a specification of reduced form of the impact of the behavior of the agents and their estimation.
The model can be estimated thanks to the wealth of information data from the Survey on Business Strategies (ESEE) (1). Are quantified and significant positive effects of innovation on employment, but also shows that it is conditional effects the behavior of agents.
The rest of this summary is organized as follows. In the first section the theoretical framework used is exposed. In the second, they are shown and discussed the data used for employment and innovation for the Spanish industry of the nineties. In the third main results are reviewed, and the fourth summarizes the main conclusions.

OFFSET EFFECTS AND REDRESS. THE IMPACT OF BEHAVIOR

This section first define the basic effects that the model considered. Then introduced into the model the potential impact of the behavior of agents and ultimately necessary to measure all these effects equations are given.
Take a company that operates a production function with constant returns to scale in the inputs tradicio¬nales (labor, capital, raw materials). It assumes that the production function is displaced by the accumulated technological capital, which is denoted by K through process innovations. This des¬plazamiento increases to the same extent the marginal productivity of all factors (the impact of innovation tecnoló¬gica is "neutral-Hicks"). Suppose, in turn, that the company competes in a differentiated product market, where it undergoes a demand depends negatively on the price of your product and positively the rivals, but also the accumulated technological capital. It is natural to assume that capital, K, also shifts the demand through product innovations, although it is now necessary to control the accumulated by competitors capital.
If the company continually invests in technology for process innovations and product activities, both aspects will be modified as innovations are applied. We will assume that at the beginning of each period the company sets the price and quantity of its product and employment, according to the technological changes made and the costs and expected demand. Three equations used to characterize the expected impact of technological changes on employment:
The first indicates that the price p is esta¬blecido with a margin on the average (or marginal) cost, which in turn depends on current prices w factors, and the level achieved by technological capital. The second states that the expected demand for the company will depend, given the expected exogenous growth, and prices and capital of competitors, pR and KR, the price set by the company for its product and, again, the level reached by technological capital. The third shows that employment L is a function of output expected by a coefficient that depends on the costs (this ratio is, the "motto Shephard", the derivative of the average cost over the price of labor).
Using the three equations, we can write an expression for employment which demonstrates the different ways in which the level reached by technological ca¬pital will affect it:
From this equation it is easy to obtain that the elasticity of employment respec¬to the technological capital is given by the expression:
where £ is the absolute value of the elasticity of output with respect to K (determined on the basis of production and involved in the vf & 'expression of the cost formula), X is the elasticity of demand with respect to K, and Ti is the absolute value of the elasticity of demand with respect to price.
This expression defines the effects (potential) displacement and compensation. The first displacement effect provides elasticity. It is the drop in employment that would occur by increased technological capital through its impact on the production function and, therefore, the average cost, if you do not vary anything else (especially if the output remain given the that provide the variation called "Hicksian").
The terms of parentheses collect compensation effects. The first is the positive effect arising from the introduction of product innovations, which despla¬zan demand and therefore increase employment under the assumption that everything else remains constant. The second originates from cost reduction, which moved to price induces an increase in demand also tends to increase employment, given everything else.
It has been clarified that these effects are "potential" because the behavior of the agents that make up the company can change its values. Actually it is better to consider a more complete model, which takes account of the GET-ing process innovations and product can be accompanied by wage increases as a result of union pressure, or the price, given an increase in the market power of the company. When intro-duce two equations that summarize the possible links between wages, prices and technological capital, expression of the total elasticity in the model becomes:
where is the elasticity of output with respect to employment, 7 is the wage elasticity with respect to K, and 8 is the elasticity of marginal price-cost ratio with respect to K. the second term of the expression reflects the displacement effect may be compounded by the replacement work due to their higher prices. Meanwhile, the fourth term shows that the compensation effect derived from the price reduction can be seen tempered, or even eliminated, by the factors that may dampen such reduction: higher wage costs and a tendency to an increase in margin as a result of exercise market power.
The relevant elasticities can be measured by estimating a set of equations. The displacement effect, and, and the elasticity of output with respect to employment, can be estimated in a production function or alternatively a function of demand for labor that incorporate technological capital. The compensation effects require the specification of a demand function to assess the impact of product innovations. A, and the elasticity of demand with respect to price, n. If you want to see, 'well, the impact of behavior, you must also specify the relationships of wages and prices with technological capital, to obtain estimates of 7 and 0.

technological capital and employment in the Spanish industry of the nineties

Before presenting the results, we briefly describe the main facts concerning the technological capital, innovation and employment in the Spanish industry over the years, ninety. It is these facts that the model must be able to explain fully or at least partially. The description is carried out with the sample used in the econometric exercise, so first briefly summarizes their origin and main features.
The sample consists of panel data of 1,286 companies in the Survey on Business Strategies, observed at different time slots during the years 1990-1998. The sample is to maintain all companies for which there are at least three consecutive temporal observations, after giving up those observations that lack any data of multiple variables required to perform the exercise. However, the sample can be considered representative of the entire manufacturing and therefore the infe¬rencias may be extended to this area. The data required for each company include output, capital equipment, labor and inputs intermediate expenses innovation and advertising, the introduction of process innovations and product costs, the changes in the price and the prices of inputs purchased, certain details of market developments and a set of basic data (activity, age, participation in mergers and adquisi¬ciones, etc.) details on the definition and construction of the variables can be found in Garcia , Jaumandreu and Rodriguez (2002). It is worth briefly discuss the construction of technological, variable capital which plays a key role in the exercise.
The technological capital is obtained, as usual, recursively adding all expenditure on R & D performed by businesses (intramural + contract + licenses). Also, for the construc¬ción of technological capital depreciation rate it is assumed stock previously accumulated 15% (see, for example, Griliches, 1979, for a recent application, Hall and Mairesse, 1995). When the company enters the sample, and for the next years make any expenditure on R & D, technological capital is estimated using the age of the company and relevant information. When the company no expenditure on R & D, technological capital is normalized to zero.
The exercise center is the valuation of the impact of process innovations and product. When the company reports the introduction of an innovation process or product, the respective shifts of the production function or demand are assumed proportional to the accumulated since the last built technological innovation capital. To enter these variations in equations, simply replace the standard technological capital by one of the two versions called "operational", in which the technological capital only effectively accumulates past investments at the right time when the relevant innovation is introduced.
Table 1 shows the basic data for the sample, separated into two parts: companies with more and less than 200 workers. Among large companies there is a 92% engaged in R & D expenses (positive technological capital), which are included in the statistics. But among the small, only 41% carry out R & D, which are separately provided figures' for effecting these expenses and for which not. The introduction of innovations is closely related to the technological capital, and the frequency thereof is clearly higher in larger companies. Companies engaged in R & D expenses show a likelihood of introducing innovations given year ranging between one third and one half.
The data, on the other hand, cover a complete industrial cycle, since manufacturing experienced a recession by the year 1993 and then a recovery only showed a slight slowdown in 1996. The annual figures show this path.
The media data accumulation of technological capital, development of employment and labor productivity show the basic rea-lity to be explained. A simple accounting identity says that variation in use is equal to increase output least increased productivity. Separating the increase in productivity according to their sources, and increased output by its components, you can transform this identity in an economic sense decomposition. This is justamen¬te which can make the model introduced in the previous section, explaining the increase of the productivity (displacement effect) and of the increase in output (compensation effect) due to innovation.
A quick look at the figures can propor¬cionar an impression too optimistic. The use of smaller companies undertaking R & D increased slightly, compared to the decline in employment of not accumulate technological capital. The productivity of the first growing more strongly than the second, but still does further the output, so that the result fits well into what can be expected of displacement and compensation effects, if the latter are more higher than the first.
However, complete data are somewhat more complex. The fall in employment in large enterprises occurs for growth even higher productivity, combined with growth of output and technological capital more moderate than those for small businesses that carry out R & D activities. It is clear that the model estimation is absolutely necessary both to determine explained innovation as to suggest what part remains to be explained.

RESULTS INNOVATION AND EMPLOYMENT

Table 2 summarizes the main estimates and Table 3 shows the values of the elasticities derived from them. This section briefly discusses one and the other, to move to focus on what they teach us about innovation-employment relationships, set out in Table 4.
Econometric analysis function obtains a very reasonable production, which presents constant returns to scale and where employment is measured in total working hours. The impact of process innovations on productivity is equivalent to that obtained in the same good estimates of tin made for other countries and times. The production function also shows an autonomous growth 'productivity (not directly related to the technological capital) of 1% per year. This growth can be attributed to spülovers, embedded technology, learning, etc. When a demand for an alternative to the production function employment is estimated equivalent values of the relevant parameters are obtained. The "autonomous" estimated productivity growth achieved in this alternative equation is significantly higher (greater than 3%): However, a feature sor¬prendente also appears.
The detailed discussion of the possible ex¬plicaciones of this phenomenon, which mainly affects larger companies, extends beyond the scope of this article, but Garcia, Jaumandreu and Rodriguez (2002) show the consistency of this observation with the growing importance of outsourcing production.
The product demand function estimated is an interesting contribution to this type of work microeconometric. His estimate is possible because the ESEE includes a highly unusual information regarding changes in prices. The impact of product price and innovations applied thereto and accurately estimated fair values.
The effects obtained for prices and technological capital of the competido¬res are also very sensible, though, due to the indirect technique to alignment, these effects are captured more imprecisely. Pri-mer in the case of changes in prices of used inputs (presumably common to all companies in the merca¬do) and qualitative information on changes in prices compe¬tidores, according to the technique of demand residual". In the second, qualitative information available on the evolution of market shares of competitors is used.
Estimates relating wages and prices with technological capital es¬pecifican according to very general guidelines (a typical equation results of wage bargaining or model of insiders-outsiders in the first case, and an equation of margins in the second). In both reasonable estimates show a positive impact of technological capital, attributable to the behavior of workers and enterprises to achieve innovations are obtained.
Table 4 combines the different elasticities estimated to produce an overall assessment of the impact of innovation on job requirements by enterprises. It distinguishes between short and long term. The pri¬meros are obtained assuming that competitors do not react to the introduction by the company of inno¬vaciones product and process.
In the calculation of the latter estimates for the actions of competitors effects are used, assuming that they match the innovations and the behavior of the company into consideration. Both types of effects are also broken down into "potential" and "corrected". The latter introduced the estimated influence agent behavior. Of course, the various estimates have associated different levels of statistical accuracy, as shown in Table 3.
However, they nonetheless provide very plausible results about how inno¬vación influences employment.
The most important results are the si¬guientes. The displacement effect of process innovations is clearly exceeded (actually, more than doubled) by the potential effect on employment of a price reduction based on the fall in the average cost due to innovation. In addition, product innovations have a direct effect on employment bending own compensation effect from process innovations (innovative cost per unit). The displacement effect is not significantly increased by the substitution and price behavior which appears as the main reason for weakening of compensation effects.
The long - term compensation effects are, of course, children. Suggest, however, the persistence of certain weak positive potential effects of process innovations and effects of relatively high product innovations. Overall, the actual elasticity of employment with respect to technological capital seems to be removed from the unit, but it is also important to note that the behavior in wages and prices can completely negate the positive effects derived exclusively from process innovations.
Indeed, with respect to this last point it is important to note that the productivity gains from innovation active are only part of total profits. If earnings more passive origin were subject to effects compensation and similar to those estimated for process innovations corrections, it would explain part of the more negative behavior observed for employment in many of the companies, especially the larger ones . The outsourcing of productive activities could explain elsewhere.

CONCLUSIONS

In the field of enterprise, innovation moves jobs, but also creates conditions to compensate for this shift cre¬ces. Process innovations significantly reduce marginal costs, and this reduction can be transferred to prices to expand demand with an effect on employment bending first. In addition, product innovations that most companies carry out while the process (albeit with a slightly lower frequency) turn bend the expansionary effect per unit of innovative expenditure. Po¬tenciales net effects of process innovations are reduced, however, significantly in the long run, when competitors emulate the innovations implemented. By contrast, positive net efec¬tos of some magnitude tend to persist in the case of product innovations.
But the role of compensatory mechanisms can be difficult, and al¬gunos cases even completely blo-milled, by the behavior of the agents acting in the company. In the sample period used, the behav-treat- in prices of companies, taking advantage of the effects of market power generated by innovations, weakens the expansionary effects of innovation on employment. Meanwhile, wages appear to have a less debilitating impact, to be inhibited by the exercise of market power of companies. In any case, the average net effects on the estimated employment are positive, even in the long term, and with an elasticity with respect to technological capital not far from the unit
Innovation is just one of the sources of productivity growth scale of the company. Other sources are not innovative improvements (technical change incorporated, learning spillovers ...), the substitution of capital and the outsourcing of productive activities. The Spanish manufacturing data show that these sources are at least as important as innovation in determining productivity growth. Productivity improvements not tied to resemble innovation process innovations that can only be compensated through price reductions. If the behavior of prices and wages hinders the performance of compensation effects, the impact of such employment gains can be especially negative. This phenomenon, plus the outsourcing of productive activities, explains the compatibility of the findings about the positive impact of innovations on employment, with the employment overall negative behaviors in certain groups of companies.
The research summarized here attempts a first structural approach, at company level, to a hot topic, and which had not empirical evidence. The results obtained indicate that this is a fruitful line of research on the worth further. One of the next steps should be to inscribe the model of the innovative company in a broader market model that suggests how to empirically assess the effects displacement and compensation operating at this level, providing an overview of the impact of innovation and its interface with the competition.
Authors: Angela Garcia and Cesar Rodriguez . Extra researchers. Economics of the University of Oviedo. Jordi Jamandreu the Dto. of Economics at Carlos III University of Madrid. Published in "Industrial Economics. New technologies and employment. Spanish case ". Ministry of Science and Technology. Undersecretary General Technical. 2002.
(*) The reference work is part of the research project "Innovation and Employment in European Firms: Evidence Microeconometric" funded by the European Commission under the contract HPSE-CT-2001-00047, and has also received project funding CICYT SEC2000-0268. The authors wish to express, again, acknowledgments contained in the original text.
NOTES
(1) The Empresaria¬les Strategies Survey is carried out on an annual basis by the former Ministry of Industry and Energy (now Science and Technology). Collect information panel on the Spanish manufacturing that begins with data from 1990. Design details and balance of ESEE, as well as a number of methodological considerations for use in descriptive and econometric work can be found in Farinas and Jaumandreu (1999 ).

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[ 3 ]

The specialty in compensation

The specialty in compensation exists since there is work and provides an opportunity to master many concepts such as wages, salaries, equity holdings, retirement schemes, bonuses, incentives, perks, benefits, jobs, tabs, appraisals, evaluations markets, comparative market, flexible benefits, equity, competitiveness, increases among others.
In performing this specialty fascinating one conceives the enormous responsibility that involves managing these concepts because we live in a direct way with the emotionality of people.
Certainly preparation is required to exercise this which -such office as a university degree - to meet with maturity, emotionality and empathy to people - to handle the joy of giving a raise but also handle sadness in saying a 'is not possible "- it is a challenge full of satisfaction.
Offsets have taken the challenge that organizations require in managing their staff and have evolved in four phases to take a more active role on the business model.

compensation Technique

Starting this first phase we see characterized by learning, knowledge and technical and administrative foundations necessary to assume ownership characteristic values of compensation.
Tabulators, job descriptions, markets, promotions, hiring, salary increases, bonuses exercises, performance management, development of services and benefits, etc. In this phase basic learning tools , etc. But apart from this, one should consider that this phase requires tolerance to frustration, like to address details, ability to listen and simplicity to work together because many processes that will test the aptitude live and attitude todo..la compensation specialist.
It is is a fascinating phase as the knowledge, learning and skills acquired are just means to form, the real impact is on as the specialist compensation forges its judgment and analytical skills to develop mathematical models and human resources management well structured and solid to answer all the tasks that is required.
The key to this phase is to have the advice and leadership of recognized professionals in the middle and complement it with the styles of various consulting firms. This phase is formation of knowledge but above all taste to play this race.

Deductive compensation

This phase is amazing as compensation specialist can now apply a process of deduction, ie, use all parts of a model and establishes a finite sequence of statements, such statements are direct inferences that establish an outcome.
A feature of this phase is to generate quick responses and conclusions, since it is not necessary to travel to a whole model wielding a result, it is no longer necessary to have all the information to develop the model, many data can be derived.
This is possible because the technique is already part of compensation specialist knowledge, and therefore support base has a solid and mature assertions and deductions.
However, this does not mean that it has ceased mathematics and knowledge aside, however, the deduction is based on the extrapolation method is a scientific and logical method that sets the course to take the variables in the future , becoming the rules of which we will start to reach a new conclusion, that is, variables are extrapolated to serve us in a new situation.
So far we can speak of two phases that are training in which the balance of compensation profile is focused on learning and assimilating models. The two later stages longer necessarily involve a process of development and generation of solutions.

Compensation Business

All compensation project must have sustainable impact in the medium and long term to meet the return on investment to the organization.
Phase routes specialist compensation to transcend to a state of very acute awareness since not only be considered a result or a deduction of a project, the situation extends beyond mathematics, giving added value to a number and subjecting a process of reviewing stress and behavior.
This phase is closely aligned to the new trends in Human Resources, aiming to respond as a partner and therefore it is necessary that the specialist Compensations understand and locate what is its position in the business model of the organization and knowing how to impact your management.
Compensation specialist must consider at this stage:
• Keep in mind the mission and regulations of the organization
or the What ?, How? And for what?
or should practically develop and understand a job description of the organization
• Analysis of internal and external situation
or Saber results and trends, origin and cause of them
• The business model
or Where am I? Where should I be? And where impact?
The key to this phase is to give compensation for a purpose by identifying where? and How it will impact the business model?

compensation Policy

To the extent that compensation specialist has been developing his career has to interact with various elements that make up an organization, you begin to realize that their management requires the ability to communicate, interact, negotiate and sell.
The vision of the role should be based with the alliance with strategic partners:
• Financial and policy should be the main partners,
• the main buyer and Business,
• Human Resources the main vendor.
It 's great if compensation specialist is charismatic but more important is to make that information flows freely between levels of the organization. This will certainly contribute to the success of its management.
The key to this phase is to have sales and trading capacity.
Practice the specialty in compensation demand conviction as a person and profesionista to achieve a healthy coexistence between emotions and numbers, is a profession that will always have a future challenger since by its nature must always be one step ahead as organizations evolve and require a simple method but ingenious to attract, motivate and retain human capital.

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[ 4 ]

Is your Systematized Management Compensation?

All people who work in the area of recursoshumanos know that Compensation Management is one of the initiatives of relevance of the sector and the company. Proper implementation of it helps to increase the satisfaction and productivity of the organization and is also an effective piece to promote equity criteria, rewarding performance and retaining talent.
Best practices and trends that determine an organization, Management Compensation must be consistent and clearly aligned with business objectives, while its integrated talent management time. This requires design agile, flexible and precise processes which demand, increasingly, a partnership with technology tools that support and contemplate the different roles of participants such management.
A consistent tool systems must support the definition and implementation of a program of strategic remuneration, throughout the whole cycle that comprises, based on employee performance. To do this tool must have different components that include the use of scenarios of self, allowing the various roles involved in the cycle, some of the following features:
the definition of monetary budgets and non - monetary considered for each sector of the organizational structure with managing multiple scenarios and allowing initialization, maintenance, reassignment to organizational, validation and finally changes, release and monitoring for the time of administration and allocation of compensation, is validated not exceeding the budget set for each sector.
management compensation through different types of incentives to staff including fixed salary increases and / or variables, bonuses, stock options or awards long term, which will be proposed on the basis of rules or guidelines applicable according to different criteria (seniority or in the position, performance, productivity, etc.) for each of the members of the team. This proposal and the subsequent award must be framed by approval cycles which involved both the business and HR area until further notice of such changes.
job evaluation with the possibility of having the description thereof and the corresponding allocation of points according to different methodologies (Mercer, Hay, etc). Capture different types of market surveys later to run the weighting, comparison and adjustment of the salary structure of the company, if necessary.
availability of reports for the scenarios above, allowing to have information such as structure determination of salary grade function, planning labor costs, payroll declaration of total compensation (TCS), salary surveys, chart point clouds ( market comparison) hierarchical budgets, budget monitoring unit, etc.
While, as mentioned, it is essential to have a tool to manage the cycle, another equally important factor is the awareness and involvement of all stakeholders who should participate in it. Fundamentally, the reference is to those who are "in line" and generally see compensation as an administrative function "do not correspond" is why during the implementation of a project of such an important task required of change management oriented training and communication aimed at developing an executive awareness, understanding that the Compensation Management is a powerful tool for aligning the motivations and development of people with the goals of the organization.
The current business scenario and organizational reality impose such changes and HR should take the strategic role, positioning itself as a partner and leader to implement them .

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[ 5 ]

6 reasons to outsource payroll

Those who think to cut some costs in the area human resources should consider extrernalización (or outsourcing) of payroll and other basic functions of human resources and employee handbooks, reporting, recruiting new employees and monitoring of human resources .
With the focus on efficiency and cost effectiveness is important to consider a variety of factors to determine whether outsourcing payroll (and other HR activities) is right for your company. You should consider the following factors.
1. Cost . For example there is a large chain of associated costs to settle the payroll indoors. If your business has 50 employees it is a good opportunity to save money by outsourcing payroll operations. At the most basic level consider what you spend on these areas.
Number of hours that employees engaged in payroll (calculating time, income distribution of cards to the company, controlling records to check for errors, adding data manually, etc.)
Average salary hourly professionals dealing with the payroll (including benefits).
The time to print, prepare and distribute checks and related costs
time to pay taxes and filling out forms
2. Productivity . HR processes time - consuming are ideal for outsourcing. By removing these activities the company employees can focus on doing more productive things and that are difficult to outsource as training of supervisors. Exrternalizando HR processes can lead to reduced administrative sector.
3. Increased accuracy and accountability . Skip laws in the Employee that is designed to protect your company manual, can be risky. A specialized consulting is very rare comet worse than the staff of your company, your experience and ability mistakes. In any case if they make a mistake you can ask for compensation for the service.
4. Reliability . Activities in house are only reliable while people perform the job effectively. With an outsourcer to settle wages are not going to suffer inconvenience because you take vacation or illness or absenteeism, or spend time and money in recruiting and training new persoans when someone resigns.
5. Acuity . It is difficult to train someone in human resources on how to handle the reality of the events that occur in the business, whether it is a skill or a deep knowledge of a subject. But to perform some tasks needed people with experience in the job and that 's what the specialized consultants. Often they are working people who have played for years in corporations and consulting, minimizing the risk of errors and poorly performed processes.
6. Concern . The template business deals while outside experts dealing with something like the settlement of wages. No need to worry.

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[ 6 ]

Compensation objectives and salary bands

The absence of motivating factors generates dissatisfaction among employees and they deserve to be valued and give them the opportunity to enjoy their work. The presence of motivation does not guarantee success, but their absence generates failures and recurrent crises.
The motivators can be:
1) Economic: salaries and awards.
2) Emotional: stability, promotion, dignity.
The offsets are defined for various reasons, productivity, attendance, quality of management, fulfillment of objectives, SOL (safety, order and cleanliness), etc.
Compensation for productivity
is calculated based on the marginal utility obtained as a result of increased production without increasing fixed costs (productivity)
Profit = Billing - Total Cost
Total Cost = Fixed Cost + Variable Cost
Marginal Utility = δ Billing - Variable cost
Factor Compensation Total = Marginal Utility 0.33 X
Factor Comp. Single = Factor Comp. Total = 0.33 X Marginal Utility
Wage Bill Wage Bill
To calculate the particular compensation of an employee
Particular Particular Compensation = Salary x Factor Comp. Individual
Salary = Salary Total Compensation Normal + Particular
Example:
UM = $ 50.000
MS = 80 employees 2.000.- $ X = $ 160,000
FCT = 0.33 = UM X X 0.33 = $ 50.000 $ 16,500 .-
FCI = FCT = $ 16.500.- = 0.103
MS $ 160,000
Total Salary = Salary Compensation Normal + Private
Total Salary = $ 2,000 + $ 2,000 X 0.103 = $ 2.000.- + $ 206.-
Salary Total = $ 2.206.-
Compensation for cross - selling
Objective: to expand the product portfolio 30%
is called cross selling the sale of all products Target Company without focusing on one or a few
Factors Compliance Objectives are defined Cross sales (FCOVC)
not reached the target: Compliance between 0 and 15% Factor = 0.60
Met with difficulty Compliance between 15 and 25% Factor = 0.80
Met goal: Compliance between 25 and 35% Factor = 1, 00
exceeded target: Compliance between 35 and 45% factor = 1.20
exceeded widely: Compliance> 45% factor = 1.40
This factor is applied to the Individual Compensation factor
Example: (take the case reached with difficulty)
Total salary = salary + salary Normal Normal X X FCI FCOVC
salary Total = $ 2,000 + $ 2,000 X 0.103 X 0.80 = $ 2,164.80
salary = $ 2,164.80 Total Sales
Compensation production quality:
Objective : Reduction of nonconforming parts and rework.
Nonconforming parts and rework have a measurable cost so, reducing costs for these causes are shared with the production of the same way as with the Marginal utility sector.
Example:
Cost of non - conformities and Reprocessing R = CNC and
CNC and R = $ 10.000
Compensation Production Quality CNC and RX = 0.33
MS
This compensation is in addition to Total Salary and get:
CCP = $ 10.000 0.02 X 0.33 =
$ 160.000, -
. Salary Total Produc = ST + X SN CCP = $ 2,206 + $ 2,000 X 0.02 = $ 2.246.-
Salary Production Total: $ 2.246.-
Compensation presenteeism
compensation for presenteeism should consider two aspects:
1) the incidence of presenteeism in the development of the company
2) the monthly presenteeism or the recurrence of a period
once set the compensation amount of presenteeism the following deductions are operated by absenteeism:
AS tHE IMPACT oF ABSENCE
bY tHE ABSENCE RECIDIVISM
Considerations:
In all cases the values taken for compensation must be constant values.
All proposals compensation should be adjusted to the characteristics and values of each company.
Compensations must be confronted with labor agreements.
"Our incomes are like our shoes; if we are children, we hurt and tighten ,; but if we are too big, they make us stumble and slip.
(Charles C. Colton nineteenth century clergyman)
WAGE BAND
The definition of wages of enterprises often entails problems and subjects responsible for setting the remuneration to pressure from employees who naturally seek the highest possible salary.
To avoid arbitrariness and emotional decisions, should set clear wage policies that pay greater fairness to employees according to their positions, responsibilities, nature of work and personal performance.
A rational policy is to set salary bands that equate horizontally defined positions in the organization chart.
Thus bands for each level are set with enough slack to allow for consideration within the band, individual awards for performance.
Example:
The salary band not only can recognize different capacities and dispositions within the hierarchical level, but also raises the possibility of a career within the company and encourages and motivates staff to seek a higher level.
Wage policies should be known by the staff as well as the organizational structure, network and chronological description of the jobs. Thus each of the actors know the role it occupies in the company, the role of other employees and remuneration available to the company for any liability.
Wage and compensation policies must be balanced against labor agreements by activity and current legislation.

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[ 7 ]

Best practices in Selection and Training: American Express Travel

American Express Travel is travel agency American Express Company. The Argentina subsidiary of American Express Travel, has about 200 people. Given the recent growth of the tourism sector, and therefore the business of the Company, decided to incorporate several graduates in tourism.
But the weeks passed and those responsible for selection did not hire anyone. Then the concern was that the same President, Norberto Gunsberg take matters into their hands. "Weeks passed, searches were made but there were two people or no" says Gunsberg to Human Resources, still in amazement.
Searches of staff did not only externally but internally (through job posting) database disabled the Ministry of Labor's Office was consulted. But they not meet the minimum requirements and in some cases educational levels of applicants, were still very low.
Then along with the Human Resources American Express Argentina, thought how to reverse this situation, because the business required to incorporate several professional as soon as possible.
"We realized that American Express Travel, several graduates working in Tourism at the University of Morón" says Gunsberg. Then they went to that university to design an agreement whereby, Tourism students third year onwards they can be trained in the company. Upon completion of the training course, the most outstanding participants will be engaged effectively in the Company.

Internal program participation

American Express, is a known benchmark for flexible companies, with horizontal structure. This is also reflected in the organization of the program, where employees participated in the creation of the logo and Training program.
The program is called "School Travel" and offers young students the opportunity to add to his resume a theoretical and practical training in the travel business. The course includes labor practices in the offices of American Express where participants will experience the work as travel consultants.

Training Program

The program Training Travel School is not a generalist and short program. On the contrary it is diverse, extensive, detailed and covers the development of all the skills that the company seeks candidates. The first module gives an introduction about the program. In the second work of American Express in the world, the culture of the company (code of conduct, flextime) products of each business line, customer orientation. Module 3 and is inserted fully into the travel industry; trends, alliances. Amex Business Travel, travel types, franchises, local and international competition. The more specific module 4 on the Travel Consultant, the sales cycle, work teams, communication within the team. Module 5, works on excellence in customer service, dealing with what is a call center, the skills to serve customers, handling difficult situations, metrics, lists of achievements, etc. The module 6 is on the operation, concept and tools. Explains airports in the world, the lexicon of the travel industry, types of rates, Ezeiza airport operation, and related tools. Module 7, covers the topic Provider. Commissions, online reservations, national and international hotels, read and understand passages, tour operators, etc. And the last module on Financial General Knowledge; Tax credits / debits, financial tools, among others.
Travel School lasts four months, in which students must pass periodic evaluations at the end modules, having a presence of 80% and a comprehensive final evaluation. In the first edition of the program (which began in July 2005) was attended by 25 students. The best students will get the chance to enter American Express Travel as employees of the travel area.
But it is not so simple. First teachers were sought to teach students. Who, better than the same employees of AET to teach young entrants. "Then we realized we had to educationally empower our employees, and we did , " said Gunsberg.
Students who are not employed by the Company, will have the experience of having received practical and theoretical training that will help them in starting their working lives. American Express Travel gives participants a monthly allowance Travel School in concepts of travel and miscellaneous expenses.

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[ 8 ]

Features of Corporate Communication

The corporate communication suffers from some terminological confusion regarding the definitions of identity, image and reputation .
Corporate identity is an important concept and has different definitions. Dowling defined as the set of symbols that an organization uses to identify itself to different people. For Veronica Naples, it is a symbol that reflects the way the company wants to be perceived. According to Olins, it is all the ways in which the organization presents itself. In short, identity is what the organization thinks of herself.
The definition of corporate identity adopt a dual perspective: global corporate identity and internal corporate identity.
The global corporate identity is determined by four factors: corporate behavior, corporate culture, visual identity and corporate communication. The first relates to the actions of the organization from a functional point of view. The corporate culture is the set of shared by most members of the organization values. The visual identity is a set of signs that graphically translate the essence corporate and corporate communication is the set of forms of expression that presents an organization.
In turn, the internal corporate identity does not have a purely visual character, but also covers the cultural and behavioral aspects. Internal corporate identity, like any other representation, is subject to a selection process, and sometimes even transformation.
Moreover, there is a corporate image , which is the set of meanings that a person associated with the organization. Dowling defined as the total impression that an organization generates in the minds of the public. However, one should speak rather of corporate images as they are shaped by the perceptions and experiences of many people.
In addition, we can distinguish three sources of information involved decisively in the construction of the image : the mass media (have become a privileged institution to disseminate information that determines the image of organizations), relationships (stands as a source of information the influence of reference groups and opinion leaders) and personal experience (it is the most important source of information, providing first - hand data). The first two sources are indirect and the third is direct.
Another aspect of the corporate image , is that it has four levels: identity, environment, behavior and communication, and each found an image component: the essential image, contextual image, the factual image and conceptual image.
The essential image is composed of those features linked to the core identity of the organization and its perception from within and outside the company. The contextual image is derived from a determining factor for the company: Every organization is in a specific place. Are the peculiarities of this scenario that will determine a certain contextual image. Factual image is the result of the conduct of the organization, and the conceptual image is diffused by the organization through various communication tools.
On the other hand, there is connected to the corporate image element: the reputation of an organization . This is the result of the estimation of the different audiences that have a relationship with the company.
Corporate reputation is made up of five components: business reputation, economic and financial reputation, internal reputation, industry reputation and social reputation. The first is the estimate that customers have of the organization from its experience with the products sold. The second is determined by the trial that the company deserves to large investors. The internal reputation depend on the judgment of the organization employees make about their image attributes. Sectoral reputation depends on the assessment that an organization deserves the judgment of their competitors. Finally, the social reputation is made up of image attributes that different social groups projected onto it.
In conclusion, the concepts of identity and corporate image are interdependent; no image without identity, and at the same time, there is no possible representation of identity if not through the image, which is its best.

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[ 9 ]

13 tools for internal communication

Internal communication is the element that allows the internal public of an organization involved in the decision - making process through information. In turn, plays an essential role in the communication strategy aimed at employees and constitutes a fundamental tool in relations between the organization and the public. To play its role, it uses thirteen internal communication tools.
The first technique is the Employee Handbook , in which information on the organization that any member thereof must meet established. This manual must contain elements professionals and institutions. In the first, it is necessary to specify the information on personnel policies, such as wages, vacation and safety standards. In the second, it contains information on the outside of the organization, and cultural activities.
The second tool is the Briefings : allow managers to communicate fluently with their teams, and the purpose is to improve personal interaction and address issues in the working hours of every day pass by.
The third is Magazine or internal newspaper , which aims to inform employees. It uses information from social content, organization, and employee - related content. In turn, journals should provide as realistic as possible, even including the bad news.
The fourth tool is the Press Review : An element showing reports in the media concerning the organization.
The fifth are the Quality Circles : Groups of four to eight volunteers, who discussed the operation of the organization, and propose solutions to management. They make a qualitative and quantitative monitoring of actions to perform.
The sixth tool are the notice boards , which consists of: mandatory legal information, concerning the organization and social information of the organization and relationships among workers. The success of the bulletin board depends on its content.
The technique seventh internal communication is the Suggestion Box , which aims to allow employees to express opinions and suggestions on various aspects: technical, human, or administrative. The success is based on the user perceived usefulness.
The eighth are the Circulars : set of messages that target a particular sector of the organization or its entirety, and refers to certain issues of organizational nature.
The ninth tool is the interview , which is a contact established between two people of the organization.
There are different types of interview: Under the initiative of the participants are three formats: you Concertadas: These are made through previous appointments; intended: a chance encounter between two people is sought; and fortuitous, where the meeting is given casually, and that can become a data exchange. Furthermore, according to the various messages that can be transmitted, there are five types: hierarchical Interview: responsible convenes several subordinates to transfer new criteria in the function of that person; interview hierarchical information analysis and assessment of alternatives, which aims not transmit orders but make an assessment of certain information; interview hierarchical transmission and evaluation of general information, which allows for a broader understanding of the organizational environment; interviews with hierarchical jump: Are meetings between a superior and a subordinate no direct relation to the above; and interviews of non - hierarchical coordination: occurs between people of identical levels in the hierarchy. Its aim is to deepen, to improve relations between different areas.
The tool is the tenth visit or open days , which can be of two types: internal or external. The first includes employees and their families as direct public related to the organization, while the second, are those who have no direct relationship with it.
The eleventh is Intranet : It is a small internet that has several features: It is a network within the organization, have internet access and installation is quick and inexpensive.
The technique twelfth is the virtual reality , a computer simulation in which a fictitiously realistic world is created through various graphics. This tool can be a gateway to organizations. They are playful applications
The latest communication tool is the videoconference . It is possible to connect two people who are separated geographically. This technique involves saving time, money and travel for the organization.

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[ 10 ]

Oratory

The oratory is an important part in the history of mankind. It is the art of speaking eloquently, to persuade and agitate the mind by the word comes from ancient times. Great exponents through his voice marked the way from antiquity to the present day. When we speak of eloquence we mean the ability to move and convince an audience. The power of belief is centered on a quality we all have and pass on through our orality: the belief in their own cause.
The oratory is revealed in the oral speech, in its three dimensions: the content, the speaker and finally the audience.
The content of the speech of good speaker, should be filled with illustrations, personifications, drama, use of examples, always expressed with familiar terms that give a context for understanding and understanding for all. If the audience has a high cultural and educational level, they will appreciate the wealth of vocabulary, anecdotes that add to their cultural background.
He must meet a number of necessary elements, among which we can mention the tone either clear, soft, hard, sweet, dry, firm, with long and short breaks. The height of voice, understanding this as the degree between acute and severe. The first is usually associated with a state of agitation or disturbance, the second with moderate climates and esteem. Good preparation also increases the clarity of our thinking and our expression. Expressed at an appropriate pace, an appropriate volume, it is always preferable to choose the topic for which he is really convinced. Any speaker should be prepared as the mode of speech it includes tone, enunciation, pronunciation, volume, correcting the words you will use, control gestures and eye contact with the audience.
Compliance is the purpose of the audience pointed to the speech and almost instantly reflecting the success or failure of the speaker. Forever is good that the speaker knows who is in the front.
Talking to order, clarity, enthusiasm, persuasively and effectively, is not a luxury but a necessity.
The oratory is a unique quality for which has, in some innate virtue, there are great exponents who left their mark in the history of mankind. For others the capacity for oratory is a quality that is learned over time until it becomes a habitual activity, as we see many politicians who are just beginning their careers are not good at public speaking and eventually getting better until it appears in them an innate quality.
Model speakers are characters like Maximilien Robespierre, Mahatma Gandhi, Abraham Lincoln, Jose de San Martin, Winston Churchill, John F. Kennedy, John Paul II, Fidel Castro, Martin Luther King, among others.
All communication is intended to discourage something to another. Everything has a meaning, even the smallest of our gestures or expressions looking for something in the other.
What always looking to influence others and therefore the more charming perform our speech more easily we succeed in conveying the message.
As the great orator Martin Luther King "said I have a dream, one dream, keep dreaming. Dream of freedom, justice dream, dream of equality and hopefully no longer had need to dream them . "

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[ 11 ]

comprehensive salary depending on the time worked

The labor chamber of the supreme court, in its ruling 32310 of April 28, 2009, has established that it is possible to agree a comprehensive salary depending on the time I worked.
The as evidenced by the supreme court, you can agree on minimum half full wages if the employment contract is part - time, which will entail serious difficulties due to objective and comprehensive nature of salary.
Recall that the full minimum wage is 10 minimum wage plus 30% as prestacional factor, ie the full minimum wage should not be 13 minimum wages, but according to the supreme court, it is possible to agree a comprehensive salary of 6.5 minimum wages if the contract is part - time.
Without going into a dignified and proper argument of the high court, suffice it to say that allowing agree halftime with an equivalent full wages to half the minimum allowed for this type of salary, means that in reality, the worker will end with a full cash wages less than the full minimum wage.
The problem is that the integral salary remunerates surcharges and overtime, then if the worker is hired through time, you may be forced to work overtime to complete the day, and as the integral salary includes overtime pay and work extraordinary, there will be no recognition of these, then, the worker toiling end a full day with half a comprehensive minimum wage.
Although hire part - time, through overtime can complete the day, and as the integral salary already includes overtime, these can not be collected, so that if part - time with half integral salary was agreed, although work the full - time wages will be half that was agreed.
Recall that in the integral salary is not possible to claim payment of overtime, night or Sunday surcharges, which makes the position of the court can be at least controversial, since it can allow comprehensive wages below the minimum allowed by the law.

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[ 12 ]

Causes of conflict generated by economic incentives

INTRODUCTION

Then I'll make a brief reference to an X company that like many others decided after 10 years to change their work culture by establishing a system of purely economic inducements and materials. This company began as a small organization, casual with just 4 employees. At that time, their customs solidified in the form of fixed patterns of behaviors and beliefs. Throughout its growth, the company overcame several obstacles, undoubtedly increased its size and four employees step to be sixty. However, he continued to maintain almost intact their behavior patterns to solidify so as to give its organizational culture creation.
After 10 years and realizing the various difficulties of their culture vices cost him his business, he decided, its biggest dome, change some aspects of organization that made their culture. To this point, one of the strategic plans that wanted to develop was the implementation of an economic incentive that triggered different kinds of conflicts that further affected the operations of the company.
The function of this research will investigate the causes that generate conflicts mentioned in the various structures of the organization. Its organizational pyramid does not seem to be complicated or structurally complex on the contrary, consists of a bass line, a middle and high line which forms the top management.
Its members seem to have clear communication problems that lead to the realization of serious mistakes and high turnover. To correct these problems is that the company decides to apply an incentive scheme.
The incentive system is divided into two: white spots listed as those for which for the individual or group productivity of each sector is measured; and so -called black spots, which penaban failure to follow the rules or voluntary and involuntary as well as breaches of discipline mistakes. The equation of both stages made up the prize money to pay for all the end of the month, which could be positive or negative.
Under no circumstances in cases of negative balances the basic salary of the members of the company was modified. The difference between primary and secondary incentive then seemed clear. The benefit was expressed in Argentine pesos materials according to their final balance for each member of the group. While productivity was measured separately, the individual points of punishment also expressed a cost to the group. The legislation was detailed by an internal procedures manual labor consisted where circuits and its different stages. The penalty for monitoring errors were much more severe in relation to the penalty subaltern. Lack of supervision was so common that the relationship between the points deducted by managerial failure were higher than those granted by production levels. However, line management enjoyed an extra incentive as a percentage of the endpoints of all the group members supervised. This operation led to larger inducements to subordinates for managers midline. Had set to pay the supervisor or manager an incentive to please the errors detected by their subordinates , however , very few instances where the manager identified, corrected and reported the errors that were happening in their sector, were observed constant it was correct but not inform errors.
With these differences, both midline as low shared was their dissatisfaction with the system even if your final balance was positive in 95% of cases. The award system was so promising that even given the opportunity to remove any floor by how higher the productivity and reduced the number of errors inducements could reach unlimited levels. During the three first months of test no discounts were applied, they were implemented in the fourth month and subsequent months.
General management on a trial decided to only implement the system completely operational sectors of the business incentive, the areas of sales, although consisted with inducements of such economic therefore produced not consisted with obvious penalties and administrative sectors even involved in the system. So this investigation will only reflect the operational conflicts and their causes aside conflicts that may manifest in other areas unrelated to this study.
Among the most common conflicts they were observed: lack of discipline and compliance with the rules, lack of interest in the incentive, and general discontent by the incentive system.

THEORETICAL FRAMEWORK

• external and internal ecological aspects:
A- grade competition.
B- concealment mechanisms:
KEYWORD: Field of conflict (Macro, Micro).
• Human aspects:
A- generational Definition of its members:
B- Definition by its members classes
C Degree of affiliation or kinship.
KEYWORD: Cross - reactivity. Summation of experiences.
• Functional aspects:
A- representativity leader.
B- Age of the members.
C- level of general education.
D work schedules.
E- salary level.
KEYWORD: perceptual dysfunction between primary and secondary incentive.
• cognitive and communicational aspects.
A- psychological profiles.
B- communicational barriers.
KEYWORD: Ambiguous Role.
• EXTERNAL AND INTERNAL environmental aspects.
VARIABLE A - INTERPERSONAL COMPETENCE
There are several influences that usually trigger personal competence. The system of rewards and punishments between one of its functions tends to activate the personal competition between members of a group and particularly the economic incentive awakens.
The word derives from the Latin competition "competere" which means " to seek jointly respond meanings according to the context." Competition can be individual or group and carries with it a connotation of improvement for the individual or group. The momentum of improvement is closely linked to survival and trends domain of human beings. Competition through the game from an early age limits, shapes and recreates the fantasy of the child. In the game the child establishes roles associated with the authority and meet other needs, that will last a lifetime. As an adult, it will be pleased to succeed or achieve the goal which motivates its competition with himself and others. We compete in every way in our lives, to survive to improve ourselves and to stay in the race. Will be the game between victory or defeat what a way to self - esteem of the individual. The idea of perfection also plays an important role, as fuel translates as necessary to achieve the benefit. Without the idea of perfection in our minds, the idea of competition fades, loses its consistency and continuity.
Therefore, any competition is subject to two fundamental factors. A- grade self - esteem , by which the individual reacts in one way or another to the failure or success and B- The idea of perfection , through this idea will be maintained continuously all efforts competition. Without these two components, competition as such can not be revealed. If the degree of self - esteem is low or negative the idea of perfection is low or negative therefore not wish to compete manifested themselves. On the contrary, if the degree of self - esteem is high and the idea of perfection desire to compete consistently be much greater. While there are numerous exceptions to this rule, these two factors were taken as a basis in this study to identify how the economic incentive works on both and allows competition is given under certain conditions in one way and not another. In both cases, the money takes a role of affirmation of status and self - esteem, but does not stimulate the idea of perfection.
Then add a new concept which is called the external conditions which impose regulations which competition developed. It is a function of the external scenario set limits on which individuals must originate in one way or another depending on the idea of perfection and self - esteem. The regulations state that is allowed and no, that is correct and that no; in other words it will be responsible for regulating the conduct and the steps it will take the individual or group to success or failure.
Denominate two variables in the study of EXTERNAL SCENARIO 1 Stable : scenario whereby certain degree of continuity is established where uncertainty about possible changes is low. 2- Unstable : Stage with high degrees of uncertainty where the discontinuity and insecurity are recurrent.
Will as a case study the following examples:
• unstable external scenario: Where the rules may be criminalized or not and is subject to sudden changes due to material or economic incentive. In this case, the rules are subject to fluctuations product of the amount of money that must be paid for prizes. In this scenario, low self - esteem tend to be the product of a psychic defense to the uncertainty. As low self esteem the possibility to opt idea of perfection is high. Therefore, competition under these conditions manifest a resistance to authority and regulations imposed, and a lower level of ambition for the reward.
• stable external environment: in which typified or no, rules will not be subject to sudden changes occur despite economic fluctuations. In this case, even if the temporary organization has insufficient resources to meet its obligations makes awards no sudden changes that reduce the level to be recorded. Under these conditions, self - esteem tend to be high driving up the idea of perfection and all efforts will be focused on achieving the goal. The competition will be optimal to reduce levels of uncertainty. Compliance to the authority will be optimal as the rules imposed. However, a higher degree of ambition will be observed for reward.
VARIABLE B- mechanisms of secrecy.
The mechanisms of concealment are also known in psychology adjustment mechanisms, so which obey own defenses to control dissociation (Festinger 1957 Cognitive dissonance) that arises from the uncertainty that comes from having made a decision, performing a certain behavior or facing a adverse reality. Not to be knowledgeable of the whole truth, human beings must face various defense mechanisms to balance the tension emerged. The study of adjustment mechanisms have been presented by psychology as a result of various studies that have been done on the personality and behavior.
After studying numerous cases of justification that have been observed before discounts awards that have been made on various groups we have observed the following mechanisms:
adjustments compensation: A mechanism by which the individual enhances some aspect of superiority of his personality compensate for a deficit in another aspect thereof. 70 cases observed between subordinates and managers.
Adjustments rationalization mechanism by which the individual justifies his behavior by compatible with the social moral reasons but who do not obey the true motives of behavior. 15 cases observed only on top management and a half when confronting or give reasons for the relevant discounts.
Adjustments Withdrawal: Mechanisms by which it was impossible to respond adequately to a stimulus choose to run from that stimulus. Equivalent to retire before the defeat. 50 cases observed in midline managers and subordinates by the expression "the system do not care, do not get me, I do not live for points."
Adjustments deviation: the axis is to move to another object to divert attention from their own behavior. It has been observed 120 cases of managers and subordinates diverting blame to the partner when applying the penalty.
The economic incentive without limits or without floors, an active micro level adjustment mechanisms themselves to justify actions or attitudes that should be punishable by law., A level macro sets higher risk to generate an unstable external scenario when resource capacity it allocated own is not consistent with the incentive to compensate them for the task but inversely decreases the degree of ambition. The forces unleashed at the micro level are rising while the macro are falling that comes together in a field of conflict in which the adjustment mechanisms (micro) and conditions of the external environment (macro) caused by the economic incentive are settled. This is due to the need to adjust the structure of their deviations. The balance, ambition and selflessness find their common point. When chaos does not match in magnitude with the balance there is imbalance.

• Human aspects

VARIABLE A - DEFINITION GENERATION.
Generations within a society are small compartments together by common features that unite and differentiate from the rest. Also, each generational stratum acquires features they are unique for their experiences and processing times, this kind of distinctive are those who face particular stimulus makes them react in a certain way sometimes similar or totally opposite to what might react members of other generations . The end of the variable present, is to analyze the generational behaviors and how they influence the conflict that manifests the application of economic incentives.
The sector on which the system of rewards and punishments applied consists of 27 members who range from ages 20 to 35 years considered a young stratum. In this stratum fall managers, supervisors and subordinates. Within the range we can make a small division on which certain distinctive characteristics that will allow us to analyze the differences and similarities between each sublayer. The sublayer 1 composed of members from 20 to 25 years, the second composed of members from 25 to 30 years while a third goes from 30 to 35 years. Finally we have responded as each sublayer to a different set of negative and positive stimuli, functional factors taken as

aggressiveness, appreciation, acceptance and indifference.

First sublayer of 20 to 25 years: Little responsible, dreamers, fanatics Internet and various computer programs, usually single, very communicative.
Second sublayer of 25 to 30 years: Responsible, practical, authoritarian, uncommunicative, skilled in their task but with marked communicational barriers.
Third substrata of 30 to 35 years: In general married, structured deniers and very practical, conservative. Care much their economic interests.
Before the stimulus A- Card by the task without financial incentive the results were:
First layer: indifference
Second layer: indifference
Third layer: indifference
to the stimulus B- Granting economic incentive without greeting.
First layer: Thank
Second layer: thanks.
Third layer: thanks.
C- encouragement to call attention without application of punishment.
First layer: acceptance.
Second layer: acceptance.
Third layer: acceptance.
D- Application to the stimulus of punishment without wakeup call.
First layer: aggressiveness.
Second layer: aggressiveness.
Third layer: aggressiveness.
VARIABLE DEFINITION BY CLASS B-.
95% of the members Argentina comes from a middle class family type while 5% do so from a lower middle class family.
VARIABLE C - DEGREE OF AFFILIATION OR RELATIONSHIP
This variable shows the degree of affiliation between its members and families if they have dependents. No elevated levels of close kinship (parents, children, siblings) are recorded. Despite the recommendation by other ties as friends or distant cousins it is important.
The 42.31% are married with children 1 to 2 while 57.69% are single without dependent children.
While there, being a younger generation, certain predetermined in concept to the material incentive characters can be set when the punishment does not mean economic hardship the results are accepted in the three substrates. When punishment involves economic hardship aggressive behaviors are observed in the three sub-strata. But when a positive stimulus is perceived no economic incentive the results are of indifference. Thankfulness is given only in cases where an economic incentive without penalty is awarded.
Beyond that each generation has different responses to different stimuli was observed that when there is value and the penalty applies in groups is exacerbated individualism, when applied in individual formal the group spirit is exacerbated. Cross - reaction. Individual penalties promotes social cohesion, while increasing penalties group individualism when economic incentive is present.
On the other hand, the sum of individual reactions to negative economic hardships generated that even having a group is negative response to positive incentive incentive. (contagion effect)
variables B and C do not appear to influence the reactions. On the contrary, the stratum of 30 to 35 years seems to react more cautiously than those who do not have other obligations.

• FUNCTIONAL ASPECTS

VARIABLE A - REPRESENTATIVAD LEADER
Many authors in social psychology have become known for his writings and definitions of the groups and their dynamics. Different classifications have contributed countless theories about them. The group's relationship with the leader will be one of the aspects to be studied in this variable. Based on the assumption, that various individual characteristics is the same group who deposited in an individual leadership responsibility, we can define this function "as the ability to exercise power over a group to voluntarily given task is conducted or achieve certain goal ". Starting from this principle will establish 3 kinds of leaders according to their groups. The democratic leader, who lets the opinion and seeks consensus; the authoritarian leader is one who seeks to centralize decisions and the leader laisser faire , one where coercive barriers are almost nonexistent.
The name refers to the representative legitimacy of the leader. If the leader is forced or naturally will influence its legitimacy. Starting from the basis that the field of study is the workplace and consequently all leaders are leaders forced studied groups, it was determined that the legitimacy of leadership is when two functions are met: EFFECTIVENESS AND LICENSE . (Legitimacy and License Lipset 1981).
Effectiveness, fulfill the function of regulating the steps necessary to achieve the purpose for which the group deposited the leader the power of coordination, where the goal is reached will be the leader that dynamically return the power to the group fulfilling the function of license .
A case study that demonstrates are the economic benefits of which can enjoy the different members of the group (license) after reaching the objective (effectiveness).
Both functions play balanced on the legitimacy of the leader, when some aspect that breaks the balance between the two will establish a critical stage for the legitimacy arises. The economic incentive seems also support the stocks of these functions. However, our study in question reveals the following results after being monitored by the system of rewards and punishments:
- Proportionally to the greater workload as many errors.
- Proportionally the greater the incentive is greater perceived dissent.
- Managers receive a lower incentive to their subordinates due to errors of oversight.
- The representativeness of leader does not seem to show great conflicts.
- Conflicts detected in the representation are related to own insecurities leaders.
- The working environment is optimal in those apartments. where the incentive is homogeneous to all members including the leader.
VARIABLE B - AGING OF MEMBERS
Usually the age of an individual within an organization will involve a number of own and unrepeatable experiences that occurred in the past. Will these experiences that give rise to certain patterns of behavior within the organization. History plays in many cases a dual function; paradoxically, on the one hand it increases the resistance to change but on the other container functions as various conflicts. Being a bit more explicit about the possible uncertainty that brings any changes in their immediate work environment the individual follows different forms of behavior that in the past have served. It is for this reason that resistance to change in many organizations is greater the higher is the age of its members, although it is not always the case, usually it is a cause to be taken into account when the resistance problem is analyzed change.
Usually statements like "10 years ago I do the same and never had a problem why I have to change now?" Are heard. Another aspect that plays an important role in the resistance is the fear of failure. The idea of "this is something new for me, I may not come out as good as what I have been doing" it is very present in most cases where this phenomenon is recorded idea.
On the other hand, the higher the age of the oldest member will be its degree of membership in the organization. As the above example if it is not a determining many raised the idea of "but I'll do if I go" or "better known evil than an unknown good". Membership containment plays a role of preventing conflicts before certain individuals undertake a withdrawal and disengagement from the organization.
Paradoxically, age plays an ambiguous role where on one hand acts as containment and the other acts as limiting to change.
Using these concepts to specifically apply to our study, we set out some other interesting data. It was used as parameter three measures which are listed below:
Age 1 to 2 years old from 2 to 4 years old and over 4 years. Of all members of the study group 40% are older than 1-2 years, 16.66% have been 2 to 4 years, while 43.34% over 4 years. It is noted by others that the structure under study tends to have a bias of their majorities where it is relatively new or is relatively old. The average strip of antiquity not seem to be gravitating.
GENERAL EDUCATION LEVEL C-
The level of education usually denotes the level of knowledge possessed by certain individual / s and can be divided into two, to the specific work task or instruction career. As instruction career we mention diplomas, commendations or academic activities outside the workplace. Teaching often plays a key role in measuring some of the most representative patterns of behavior. For example, an engineer will behave in certain contexts differently than a philosopher, and an architect will do differently to an unskilled laborer way.
The rating on the task not only demonstrates the degree of knowledge of the employee to work certain way but that shapes its relationship with the surrounding environment and consequently with their peers or bosses in the workplace. On the other hand, knowledge often the task can be greater than academic knowledge, for such cases empirical or practical knowledge effectively solves many practical situations. When in the workplace is not homogeneous knowledge of its employees, that is more likely to express a greater degree of conflict compared to those areas where the level of knowledge is more or less uniform. This may be due to different causes, the idea of "CHIEF IS THE MOST KNOWN" or "I learned this to see every day do not need to attend a university" seems to show this kind of introduction.
Having explained the variable A. Age its members and having collected data previously in our case, we can set according to categorization:
• 100% of members do not have tertiary or university education (homogeneous).
• Because most senior, managers have a level of resolution much higher than the practical problems of their
subordinates.
• leadership is based on practical knowledge and not academic.
• control processes are unstructured and methodical.
• problem solving is centralized in the leader.
D work schedules.
From the social point of view, the workplace has several functions among one of them socialization. The work, as well as Marx said not only dignifies man but gives guidelines on how to cope and relate to others. It is common to see that behavior in the private sector are very different from those in the workplace, as well the individual is subject to a set of rules as much as their peers that condition him to behave in a certain way.
The time devoted to work will significantly influence the quality. If a student must submit a work to which he devoted two hours quality will be much less than that which I spend 5 hours. Sometimes the time commitment that is given to certain work affects their quality. Conversely, when the time spent on the job is over its quality it tends to decrease concentration problems. Ideally , in the workplace, always depending on the work to be done, is 8 to 9 hours a day. In many work environments, especially in Argentina this schedule meets establishing not true records of labor demand which affects greatly the quality expected of them.
The organization studied to be directly linked to services will have a level of 10 hours to 12 hours a day from Monday to Friday, falling to 6 one of the holidays, Saturday or Sunday election. Generally, the service requires special dedication and almost extra full time to the various tasks that are performed in these areas.
E LEVEL SALARY.
Whether the salary is an economic incentive. It does not work for the love of the task in modern societies but by an economic incentive result of the effort. In market economies, the salary level plays an important role because it is one of the variables of income. Both consumption and savings are so tied to income level as sea water is linked to the sand. A macro, the higher levels are the highest salaries will be productivity market.
While salary is an economic incentive, it does not carry the connotation that can have an extra bonus to base salary that each member of the organization perceives. In this case, we are talking about a primary economic incentive which obey the basic salary and a secondary economic incentive which will be subject to the potential economic rewards related to performing a task.
In Argentina today, the vital minimum wage and mobile according to INDEC ranges in the $ 600. In our object of study, the level of base salaries rise from $ 750 for first - line operators going from $ 1200 to $ 1500 midline managers.
This follows a pattern of behavior especially since both first - line and middle line can meet their basic needs with the primary incentive they receive. Many times the salary received is subjected to various aspects of judgment by the individual wearing to continue or discontinue the assignment. The clearest example is job changes or waivers dispute on wages with employers. Even when basic needs are met, the salary received for or play against for the individual or group to proceed with the assignment. The rationality of the individual allows you to assess whether the perceived incentive is consistent with the effort. In cases where the effort is greater than the incentive will conflict, if the effort is less than the inducement will comfort, when both are equal be balanced.
For many theorists in the administration function it is ideal where effort and incentive match her earrings.
When some of the variables of representativeness, age, education, working hours, wages is not in balance, the secondary economic incentive plays a compensatory function, then a perceptual dysfunction among primary economic incentive and encouragement secondary in the individual occurs where any variable violates the complementary incentive will be interpreted as a change to the primary incentive. Both incentives are perceived as an organic whole and alteration of one of the two is considered a personal attack.
In the cases studied, the long working hours and age are rewarded for secondary inducements, while the representativeness and instruction are rewarded by the primary incentives. Penalties on secondary inducements without reduction in working hours and increase in basic salary by seniority create conflict.

• COGNITIVE ASPECTS AND COMMUNICATIONAL

VARIABLE - profiler.
Psychological profiles without good not determine the behavior attributed to certain predisposition to certain context and stimulus react in one way or another. There have been several papers in the field of psychology on psychological profiles, the model Mayer provisions similar topologies Briggs profiles in three categories: extrovert vs. introverted, sensory vs. intuitive, rational vs. emotional and qualifiers vs. Perceptive. Also it provides that an individual may possess common characteristics to be extroverted, sensory and rational at the same time, while another may be introverted, intuitive and emotional.
In cases where different types are completely contrary there will be a possibility of much greater conflict between those who share even one of the types. In our case we will not stop analysis to explain each of the typologies. Although each individual is unique and unrepeatable, our study demonstrates that the functionality of the task performed wakes or certain common to most members of the sector under study profiles are used. A specific task requires a certain profile.
"Being an activity targeted to service and personal selling" the most frequent types among its members are
extroverts: openly express their ideas and are ideal for interpersonal relationships.
Intuitive: image conceived as one that inspires, emphasize the soul group. They have difficulty interpreting the verbatim.
Emotional: team spirit is their ultimate goal; They are little stiff and periodically change their thinking, have difficulty focusing on logical steps.
Perceptive: constancy costs them are self - critical, struggle to establish control their tasks, they are creative and flexible. They are very dynamic.
These personality profiles of the interconnects and distinguished in relation to other departments of the company. In many cases it is the task which filters the profiles of the candidates, in others it is the task who molded. That is, on the one hand meet an attention task face to face recruitment establishes certain requirements on the other once inside are the hallmarks of this task that will shape the psychological profiles of people who are devoted to it.
BARRIERS COMMUNICATIONAL B-
To speak of communication barriers, we first present some concepts about language. It could be defined as the set of basic functional communication for the individual with the surrounding environment expressions. The language can be divided into oral or written. Both planes language require a different formality and a predetermined direction. Usually written language requires a formality time and much higher than the oral space.
The language is related to thinking but sometimes there are limitations involved in the communication process. To these limitations we mean by communication barriers. While the origin of these barriers are many, the we can catalog in 4 different types:
- Physiological , which denote physical disabilities both transmitter and receiver, the most illustrative cases are disorders in speech or hearing, such as deafness or muteness.
- Psychological: which point the degree of interpretation and personality differences that both receiver and
transmitter present. Shyness is a clear example.
- Semantics : It is that which occurs when the receiver and transmitter environments vary in meaning that the language be given. An example are the different languages and even within the same language the meanings certain words are given in an environment and not in another. Technicalities or technical words fall into this typology.
- Philosophical: It is that which depending on the tradition, belief or ideology means something different to what we believe.
The psychology of communication has been responsible for introducing several studies on the origins of communication barriers and their consequences. However, I do not want to turn from the problems under study.
According to previous studies done on the company in question, it has been determined that in times of season the most common errors are linked to communication barriers or as they call the "lack of communication". There seems to be a cause manifests between workload with increased communication barriers.
Barriers psychological and semantic were the most common in the communication process was studied during the months of October, November, December and January 2003/2004. The origins of semantic barriers were related to inequality of knowledge presenting various areas while psychological obeyed interpersonal conflicts, and lack of a physical place where the heads of each sector intercommunicate with each other. Aptly, the general management agreed to create a common space to all heads of industry to foster communication and faced a process of homogeneous training for all operating sectors. While communication in 2005, compared to 2003/2004, and improved communication errors decreased by 65% a phenomenon that I called ambiguous role and which is explained below observed:
When an interpersonal conflict can not be resolved between one or other individual belonging to different groups, whatever their causes, the individual will automatically search for the support of their group membership. If the individual perceives the support group will affirm the convictions that led to the conflict and resolve it . Otherwise, resolve the conflict inversely affirming the convictions of the other party and directing the conflict to the group denied its support.
After the creation of a common space for debate called Joint Chiefs of area, many managers were sent to different departments for reorganization. After two months, the managers who had been sent to other groups to correct deviations of each sector itself, seemed to have blended into the sector concerned and watched as defending dysfunctions intended route two months ago. For some very strong reason, they had lost their original group membership mimicking the experiences of the intervention group. The old saying "if you can not beat your enemy , join them" took more and more weight in the minds of many managers. After several interviews with each of them, I was able to determine that:
- They perceived a lack of support from the Joint Chiefs of area.
- They perceived lack of efficacy and the lack of resources entrusted task
- Lacked a rigid style of leadership in situations that warranted it
- the absence of results received pressure gral management.
- Your communication with senior management and the board had decreased (80%)
It is clear that these managers found a conflict when they stopped in front of the group to correct, given the lack of results top management increased pressure, perceived as a lack backup managers resolved the conflict with the group in question directing their forces to their original group and general management. In two months, they trumpeted as correct what must be corrected before considered. The conflict is one of the causes of the limitations in communication. This concept I call the ambiguous role.
The ambiguous role in turn brought many problems in the way that managers down to their subordinates regulations, the message and the speech of the general / Management Board.
In the environment where predominate unsound emotional personalities, extroverted, and the degree of communication is under the possibility of the emergence of ambiguous role will be greater. The lack of written guidelines fosters irrationality.
In organizations where higher the degree of communication will lower the possibility of the emergence of the function called ambiguous role. The ambiguous role requires a duality in membership.
HYPOTHESIS
After the analysis and preparation of the corresponding theoretical framework, elements of the four main assumptions which underpin this study to establish the following hypotheses regarding the investigation were taken.
1- The role of the ambiguous role neutralizes the positive effects of economic incentive in non - rational profiles.
2- individual aspects dissatisfied with the primary incentive should be satisfied with an incentive not material.
3- The structural dysfunctions that generates unlimited economic incentive are corrected by the conflict.
4- If the economic penalty group promotes individualism while individual penalty encourages group cohesion THEN the group incentive will encourage individualism while individual incentive increase group cohesion.

Testing of hypotheses.

Through fieldwork by observation and tabulation of several case studies as well comparisons with various professional publications it was established that:
CASE STUDY - Technical data.
• Out of a total of 40 people surveyed 80% said to be against the system of rewards and punishments while only 10% agreed. The other 10% did not issue opinion.
• During the months of October, November, December and January the general penalties in relation to the invoice level were:
- OCTOBER $ 3,838 NEGATIVE POINTS AGAINST $ 751,313.57 BAGGAGE
- NOVEMBER $ 4,680 POINTS NEG AGAINST $ 975,178.78 BAGGAGE
- DECEMBER $ 4,059 POINTS NEG AGAINST $ 1,587. BAGGAGE 734.40
- JANUARY $ 5,385 POINTS AGAINST NEG $ 1.182.921.48 BAGGAGE
During the same months. The relationship between positives and negatives were:
- OCTOBER $ 7,804 POSITIVE POINTS AGAINST $ 3,838 NEGATIVES
- NOVEMBER $ 6,692 POSITIVE POINTS AGAINST $ 4,680 NEGATIVES
- DECEMBER $ 7,502 POSITIVE POINTS AGAINST $ 4,059 NEGATIVES
- JANUARY $ 7298 POSITIVE POINTS AGAINST $ 5,385 NEGATIVES .
Comparing errors regarding productivity expressed in percentages is:
OCTOBER 49.17%
NOVEMBER 69.93%
DECEMBER 54.10%
JANUARY 64.89%
• 95% of the members of the system enjoys a positive incentive to collect translated into Argentine pesos.
• Out of a total of 20 cases observed over 20 penalties imposed on the group conflicts they were:
A- conflict individual against individual. 15 cases
B- showed no conflict: 5 cases
• Of a total of 30 cases where the penalty was applied to the individual results were:
A- Discontent group and its supervisor: 25 cases
B- No conflict showed 5 cases.
• All the members of the study group work 10 to 12 hours a day plus an additional 6 hours on a holiday to election day.
• When he met at 6 managers of each apartment. that make the operational area all stated:
A- dissatisfaction with working hours that had
B- dissatisfaction with the basic salary they perceived
C- The perceived lack of support from the General Management.
D- compared their basic salary with colleagues less seniority.
• When the same 6 managers were asked for their maximum satisfaction in the workplace all stated:
A- The back of his subordinates.
B- His performance in daily work they do.
• In the three months where the system had no penalties were observed:
A- A greater degree of individual self - improvement for 70% earn more incentive
B- A lesser degree of individual self - improvement to perceive more incentive 30%
• In the months where the incentive was disproportionate among individuals in the group it was observed that:
A- in groups protested against the system of awards: 50%
B- individually protested against the system of awards: 10%
C- copied the work patterns of individuals rewarded more: 40 %
• after attribution of various penalties after being notified of the response was:
A- Aggressive: 90%
B- thank - : 5%
C- indifference: 5%
• Upon receipt of the corresponding defense after application of a penalty was observed 70 cases:
A- lacked a logical place to claim the discount (75%) argument
B- possessed a logic to claim the discount (25%) argument
• the higher degrees of conflict with the reward system was observed when:
a - gral The CGIAR. He decided to modify the system without notice (high)
B- notifications off later this month (bass) were received
C- rebate system was applied the first month (average)
• Only two managers periodically reporting their errors subordinates and therefore received the preset incentive.
• When penalties that were considered unfair members responded applied:
A- Taking examples from the past: 68%
B- not taking examples from the past: 32%

MAKING A FINAL THEORY

The function of the ambiguous role establishes a dual membership where efficacy and enter license tension. Any material incentive in environments where the function is present will result in conflicting results. In the same way, the material incentive reduces its positive effects in this kind of environments. Through the contagion effect and the accumulation of individual experiences the trial group activated a mechanism of collective memory to respond to the stimulus, which determines the intensity of the response.
Unsatisfied variables to individual, any extra incentive generates a dysfunction which generates the perception is conceived as an organic whole primary basic incentive to fixed and variable secondary. In such circumstances, any variation or change the secondary aspect incentive will result in a negative response to the stimulus.
When economic incentive has no natural limitation, the conflict acts as agent balance between personal ambition emerged from the micro environment and resource constraints derived from the macro environment. Both scenarios, regulatory and licensing meet again and the conflict that maintains its forces in balance. Also in cases under study, when additional value is created the penalty and incentive crossed seem to trigger a reverse effect on the application object. So we could say that the system relates to its environment by stimulating in an inversely proportional manner under certain conditions. The stimulus - response relationship is indirect. The determining factor for this phenomenon compliance is the application of a material stimulus. The sum of the elements involved in this theory seems to explain the causes of the observed responses.
Explanatory diagram:
On the one hand, Perceptual dysfunction between primary and secondary + incentive penalty results = a negative response.
On the other hand, the ambiguity of the role of collective memory + gives as result = a greater degree of intensity.
A negative response + greater intensity = Aggressiveness.
Faced with a crossover effect aggressiveness manifested individually or in groups depending on the object on which falls the penalty. Whereas, when the aggression collides with a change in the external scenario the answer is of disinterest and contempt of law.
Among one of the possible consequences arising from contempt of rules imposed is the creation of a parallel rules (rule by deviation) which , with the passage of time may even eliminate even the official rules and established as new rules to follow.

[ Index ▲ ]

[ 13 ]

lateral and informal communication

Lateral communication often follows the workflow, is the one between members of groups, between one group and another, between members of different departments and between line and staff members. The main objective of the side comuncación is to provide a direct channel for organizational coordination and problem solving.
Another benefit of lateral communication is to allow members of an organization, form relationships with peers. These relationships are an important part of the satissfacción employee.
Most lateral communication is outside d ela chain of command, and is given with the knowledge, approval and promotion of
middle managers who understand that the lateral communication can ease the burden of communicating and reduces inaccuracies by contacting a the relevant people together.
The lateral comuniucación occurs through numerous informal communication networks that overlap and intersect at a number of points where some knowledgeable individuals often form part of more than one of these networks.

[ Index ▲ ]

[ 14 ]

Leadership and Emotional Intelligence

Emotional intelligence is the demonstration of good leadership skills of leaders who are in control of themselves, self - motivated, empathetic and have great social skills.
The best leaders are those who have a high degree of emotional intelligence. Since emotional intelligence is a part of leadership skills, these leaders insipran and lead those who are around him.
Go into a bit more detail on each component of emotional intelligence, so you can practice in your everyday interactions with your employees and equipment.
Being aware of oneself or self - control, it has to do with recognizing and understanding your emotions, moods and values. These aspects have a great influence on those around you. A leader in control of himself, is confident and realistic about your strengths and opportunities and use this to inspire others around them.
Does the leader emotions and moods that affect others? No, this is where self -regulation or self fulfills its role.
Leaders with a high level of emotional intelligence, have the ability to control their emotions and think before acting.
They do not get nervous easily and feel comfortable in change and ambiguity. This is often a difficult set of skills to master, especially under high levels of stress. In these situations, it is crucial to take a step behind to assess the situation we are in , remind yourself your goals, allowing you to act in a calculated and accurately even in the most difficult situations.
Leaders who demonstrate emotional intelligence are motivated by intrinsic and extrinsic values. They are determined to achieve their goals do not focus on money and prestigo. The leader is especially optmista on hard times. This motivation allows you to achieve great important goals and lead others positively.
These leaders do not ignore the emotions of others. This type of leader always shows empathy for others and knows that success in this capacity is based. These leaders have social skills why they manage to build many quality relationships.

[ Index ▲ ]

[ 15 ]

Culture determines how we interpret facial expressions

Culture and geographical origin condition the way in which humans interpret facial expressions, and is not the same angry face for a westerner to an Asian , according to a scientific study.
The research, developed by the University of Glasgow (Scotland) and published in the journal "Current Biology", concluded that people in East Asia are more difficult to distinguish between expressions because they focus mainly on the eyes.
According to this work, which calls into question the universality of saying that "the face is the mirror of the soul", Asians tend to see greater degree than Westerners surprise on a face of fear and disgust in a face really shows anger.
The reason, according Rachael Jack, co-author of the research, is that individuals from different cultural groups tend to see different parts of the face to interpret an expression.
The researchers found that Asians tended to focus more on the eyes of the other person, while Westerners tended to look at the whole face.
The experiment was to show 13 Western and 13 Asian images showing seven facial expressions: happiness, sadness, indifference, anger, disgust, fear and surprise.
The movement of the eyes of research participants were monitored to ascertain where his gaze directed, which helped to confirm the differences in how to look among the members of one group and another.
Jack said : "This shows the eye region is ambiguous", which alters the perception of who focus on that area and considered "very interesting" that the trend in this misunderstanding out to socially less threatening expressions, ie, that fear was interpreted as a surprise, but not the reverse.
The study authors recalled that this cultural differentiation in the way of interpreting between Western and Asian sides also seen in the smilies , typographic (or Smileys) characters used to express emotions in internet.
The smileys Asians offer much more chiseled features on top of the face, especially in the eyes, while Westerners stress the bottom, especially the mouth.

[ Index ▲ ]

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