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General Systems Theory

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DESIGN SYSTEMS DESIGN SYSTEMS

The Systems Design is concerned with developing the proposed guidelines for the test based on this configuration is more likely to meet objectives both from a functional point of view of non-functional (what we earlier called constraints). The process of designing a complex system is usually performed in descending order:

• High level design (or decomposition of the system design in less complex subsystems)
• Design and implementation of each of the subsystems:
  • consistent and complete specification of the subsystem in accordance with the objectives set out in Development
  • analysis as specified
• Test Integration of all subsystems
Design Validation

Within the system design process must take into account the effects that can produce the new system on the environment in which to function, adapting the design criteria to the characteristics. In this context it is becoming increasingly important adaptation of any system-output the capabilities of people who will use it, so that its operation is simple, convenient, effective and efficient.

of these issues deals with discipline, ergonomics, which aims to optimize human-machine environments. While it was initially focused on the anthropometric aspects of the man-machine has now moved to intervene with force in all cognitive processes (analysis, interpretation, decision, communication and knowledge representation). Thus, with respect to the design of software tools, ergonomics has much to say on issues related to the provision Online information, depth of menus, icons format, command names, cursor control, response times, error handling, data structures, use of natural language, etc.

Source: Daealus. System Design

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System Design Definition

system design is the evaluation of different alternatives and the specification of a detailed solution to a problem information

has 3 phases:

1. selection system design.
2. Acquisition System Design.
3. design and systems integration.

design of systems selection

Objectives:

1. identify and investigate alternative solutions manual and computer type that can provide support for obtaining information system.
2. evaluate the feasibility of alternative solutions and recommend the best of these from a global perspective.

selection activities

1. Specify alternatives

2. Analyze the feasibility of alternative solutions:

• Technical feasibility
• operational feasibility
• economic feasibility
• Feasibility time

(It results in a matrix for evaluating alternative candidates)

3. Recommend a solution to the information system

The product of this phase is a proposed formal systems containing the plans, estimated size, candidate solutions, feasibility analysis and a selection

Acquisition design

Objectives:

1. Identify and research specific products that could serve to support the recommended solution for the system information object.
2. solicit, evaluate and rank the proposals from potential suppliers.
3. Select and recommend the best of these proposals.
4. prescribe the integration of products from selected suppliers.

Activities

1. Investigate options and technical criteria

2. solicit proposals (or quotes) to vendors

3. Validate the statements and performance expressed by the sellers

4. Evaluate and rank the proposals from vendors

5. Make the contract and inform vendors unselected

6. Establish integration requirements

Design Design and Integration Systems

has a double objective:

1. First, and as a top priority, design a system that meets the needs and attractive to end users.
2. Present clear and complete specifications.

Design:

1. Networks
2. Data
3. Procedures

Technology and Persons:

1. Analyze and distribute data

2. Analyze and distribute processes

3. Split into design units

4. I design databases files

5. Designing computer inputs and outputs

6. Designing interactive user interfaces

7. Present and review the design

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Session 11


Systems Implementation Systems Implementation
Competency

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SYSTEMS ANALYSIS

Systems Analysis is basically to determine the objectives and limits of the system under analysis to characterize their structure and function, mark guidelines to achieve the proposed objectives and assess their consequences. Depending on the objectives of the analysis, we find ourselves in two different problems:

• Analysis of an existing system to understand, improve, adjust and / or predict their behavior.
• Analysis as a prelude to designing a new system-product.
  

In any case, more formally, we can group tasks that make up the analysis in a series of steps that occur in an iterative way to validate the entire process: Conceptualization

consists in obtaining a very high level view of the system, identifying its basic elements and relations between them and with the environment.

Functional analysis

Describe the actions or changes taking place in the system. Such actions or conversions are specified as processes receiving inflows and outflows occur.

Analysis of conditions (or constraints)

should reflect all the limitations imposed on the system to restrict the scope of possible solutions. These times are referred to the objectives themselves System:

• Operating
  , such as physical constraints, environmental, maintenance, personnel, security, etc.
• quality and reliability, maintainability, security, coexistence, generality, etc..

However, in other cases the constraints are imposed by limitations on the different resources used:

• Economic, reflected in a budget Temporary
• , involving deadlines to meet
• Human
• Methodological, involving the use of techniques
• certain
  materials, such as space, tools available, etc..

Modelling

One of the most common and convenient ways to analyze a system is to build a prototype (a model in short) the same. Validation

analysis In order to verify that the analysis is right and avoid, if any, the possible spread of errors in the design phase, it is imperative to proceed with the validation. To this we must check the following points:

• The analysis should be consistent and complete
• If the analysis is presented as a preliminary step to make a design, we must also verify that the objectives are correct and feasible

A fundamental advantage of the construction of prototypes from the point of view of validation lies in These models, once built, can be evaluated directly by users or domain experts to validate the system on their analysis.

Source: Daedalus. Systems Analysis

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System Methodology. Technological Institute of Peace

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Session 10 BUSINESS ETHICS

By: Buzan Latin America 02/06/2007

"We are honored to partner with a business that builds not only their own history but also the history of business ".

Terms honesty, integrity and respect are associated with the character. Think of the companies we have relationships. Do employees have a strong character?

When an employee proves to be honest and upright, the company he works for purchase a reputation for being strong of character and ethics. But what exactly is ethics and how can we know if we act ethically?

In short, ethics is the distinction between good and evil, right from wrong and right from wrong. One of the main debates about ethics is whether the good and evil are defined by a universal standard of behavior, cultural norms or personal experiences.

Ethics is not just a matter of intuition. We should not rely solely on intuition to solve issues relating to good and evil, right and wrong or right and wrong. Although many believe ethics is a matter of conscience, the perspective of ethical theory is that we need good reasons (reasons that we transmit to others) that support our decision. Often, ethical decisions provide more than one right answer. "

A common definition of ethics is "behavior (individual or collective) connected to a set of established values." Companies define their core values \u200b\u200bwritten ethical statements, often called credo, code of conduct or statements of values.

consider various perspectives and maintain objectivity is the key to making ethical decisions. An ethical decision is characterized by the following features:

1. Distinguishes what is "right" of what is "wrong."
2. There are good reasons supporting the decision.
3. Is guided by core values \u200b\u200bestablished.

These are the four classic frames to consider when making an ethical decision. Not all frames are considered in every decision, but most situations can be judged from at least two opposing views. When you know all the frames, you'll know when to apply.

The following are the four frames:

a) Based on justice
b) Based on the rules
c) Based on results
d) Based on virtues

The use of frames encourages creativity in solving problems. Compare

in the following table the advantages of using frameworks against the common practice of guided only by intuition. When you read the text think about ethical decisions that have been submitted.

ethical Marcos	Intuition and experience only
issues are analyzed from various perspectives	issues are analyzed from a single perspective
ethical frameworks have been developed Over the centuries	develop during the life of a person
frames offer opposing solutions, all of which can be "right"	Intuition and personal experience will prompt the "right" answer
opposite solutions enhance creativity, as they provide more options.	Creativity is limited if we only rely on the experience: there are fewer options.

Marco 1: Thoughts based on standards

Thought based on rules focuses on the rules of behavior formally agreed or accepted as a general principle. The most obvious example is the law, but are also important cultural norms and etiquette.

Setting 2. Results-based thinking

Unlike rule-based ethical system, results-based thinking says that the correct actions are those which lead to the best result possible. In short, the determination of good and evil is done based on the prediction of the action that will produce the best result.

Marco 3. Thought based on justice.

based thinking in justice is one of the four ethical frameworks discussed in the first step in the process of making ethical decisions.
Justice means giving each person "what he deserves", ie, treating equals equally and unequals differently.
The reward for productivity model used by many organizations drift of thought based on justice, the reward for productivity is based on the concept that the employees who provide similar contributions to the organization must get similar rewards.

In other words, equally productive workers are treated equally regardless of their age, gender, race, age, weight, sexual orientation, political persuasion or any other factor other than doing their work.

Marco 4. Strengths-based thinking

This ethical framework uses a series of character traits inherently "good" to guide ethical choices. For theorists of the virtues, as Aristotle, the premise behind this notion is that if we cultivate good character traits, good behavior is the consequence.

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THERE AN ETHICS IN BUSINESS AND BUSINESS

BUSINESS ETHICS

BUSINESS ETHICS

ETHICS AND SOCIAL RESPONSIBILITY

Ethics and Corporate Social Responsibility

Ethics and social responsibility

Social Responsibility and Ethics

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Session 09

The open system as a body, is influenced by the environment and influences, reaching a balance dynamic in that regard.

The largest category of open systems are living systems.

differences exist between open systems (such as biological and social systems, namely, cells, plants, man, organization, society) and closed systems (such as physical systems, machines, clock, thermostat):

- The open system constantly interacts with the environment in dual form, ie, it influences and is influenced. The closed system does not interact.

- The open system can grow, change, adapt to the environment and to reproduce under certain ambient conditions. The closed system no.

- is typical of the open competition with other systems, not the closed system.

Like living organisms, companies have six primary functions are closely related:

- Ingestion: companies or purchasing materials for processing. Acquire money, machines and people in the room to attend other functions, such as living organisms ingest food, water and air to meet their needs.

- Processing: animals ingest and process food to be transformed into energy and organic cells. In the enterprise, the production is equivalent to this cycle. Materials are processed and discarded what does not, having a relationship between inputs and outputs.

- reaction to the environment: the animal reacts to its environment, adapting to survive, must flee or not to attack. The company also reacts by changing its material, consumers, employees and financial resources. You can alter the product, process or structure.

- Providing parts, parts of a living organism can be supplied with materials, and supplies blood to the body. Participants of the company may be replaced, not its function but also by purchasing data, production, sales or accounting and are rewarded in the form of wages and benefits. The money is often considered the blood of the company.

- Regeneration parts: body parts lose efficiency, become ill or die and must be regenerated, or relocated to survive in the set. Members of a company age, retire, fall ill, become detached or die. The machines become obsolete. Both men and machines should be kept or relocated, hence the function and maintenance personnel.

- Organization, functions, is the communications system required for control and decision making. In the case of animals that require care in adaptation. In business, you need a central nervous system, where the functions of production, purchasing, marketing, rewards and maintenance must be coordinated. In a constantly changing environment, forecasting, planning, research and development are necessary aspects for the administration to make adjustments.

The open system is a set of interacting parts forming a synergistic whole, oriented toward specific purposes and in a permanent relationship of interdependence with the external environment.

Source: Prism Organization as an open system.

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OPEN SYSTEM ORGANIZATION AS AN OPEN SYSTEM

Herbert Spencer said at the beginning of the twentieth century:

"A social organism resembles a single organism in the following key features:

- In the growth.
- in fact becoming more complex grows.
- The fact that becomes more complex, parts require increasing interdependence.
- Because life is immense compared to the life extension of its component units.
- because in both cases accompanied by increasing integration increasing diversity. "

According to structuralist theory, Taylor, Fayol and Weber used the rational model, focusing on organizations as a closed system. The systems are closed when external variables are isolated and when probabilistic rather than deterministic. A deterministic system is one in which a specific change in one of the variables will produce a particular outcome with certainty. Thus, the system requires that all variables are known and controllable or predictable. According to Fayol organizational efficiency will always prevail if the organizational variables are controlled within certain known limits.

Features organizations as open systems:

organizations have all the characteristics of open systems. Some basic characteristics of the organizations are:

1. behavior and non-deterministic probabilistic of organizations: the organization is affected by the environment and that environment is potentially borderless and includes unknown and uncontrolled variables. The consequences of social systems are probabilistic and nondeterministic. Human behavior is never entirely predictable, because people are complex, responding to different variables. Therefore, the administration can not expect consumers, suppliers, regulators and others, have a predictable behavior.

2. Organizations as part of a larger society and consists of smaller parts : organizations are viewed as systems within systems. Such systems are complex interaction of elements placed on producing a whole that can not be understood by taking the parts independently. Talcott Parsons indicated on the overview, integration, highlighting From the point of view of organization, this was a part of a larger system, taking as its starting point the treatment of the organization as a social system follows the following approach:

- The organization must be treated as a system that is characterized by all the essential properties of any social system.

- The organization should be approached as a functionally differentiated system of a larger social system.

- The organization must be analyzed as a special type of social system organized around the primacy of interest in the achievement of certain types of systematic goal.

- The characteristics of the organization must be defined by the kind of situation where you need to operate, namely the relationship between her and the other subsystems, components of larger system of which party. Just like a society.

1. Interdependence parts: a change in party system affect the other. The internal and external interactions of the system reflect different levels of control and autonomy.

2. Homeostasis or steady state : the organization can reach the steady state, only when two conditions are present, the directionality and progress. The unidirectionality means that although there are changes in the company, the same results or conditions set are met. The progress referred to the desired goal is a degree of progress that is within the limits defined as acceptable. Progress can be improved when the proposed condition is achieved with less effort, greater accuracy for relatively minor effort and under conditions of great variability. The unidirectionality and progress can only be achieved with leadership and commitment.

3. Borders and boundaries : is the line that demarcates what is inside and outside the system. May not be physical. A boundary is a closed line around the selected variables between those with greater exchange (energy, information) with the system. The boundaries vary in permeability, this permeability will define the degree of openness of the system relative to the environment.

4. Morphogenesis : the organizational system, different from other mechanical systems and even biological systems, has the ability to modify its basic structural ways, is identified by Buckley as its main identifying characteristic.

Source: Prism Organization as an open system.

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The Organization as an open system (Katz and Kahn model) Links

MODELS OF ORGANIZATIONS

Schein proposes a list of issues that systems theory should be considered in the definition of organization:

- The organization must be considered as an open system.
- The organization must be conceived as a system with multiple goals or functions.
- The organization must be viewed as consisting of many subsystems that are in dynamic interaction with each other.
- Being mutually dependent subsystems, a change in one will affect others.
- Organization exists in a dynamic environment that includes other systems.
- The many links between the organization and its environment make it difficult to define the boundaries of any organization.

MODEL OF KATZ AND KAHN

Katz and Kahn developed a model of wider and more complex organization through the application of systems theory and organizational theory. They then compared the potential use of mainstream sociological and psychological organizational analysis, suggesting that the theory of organizations is free of restrictions and limitations previous approaches and use general systems theory.

According to the model proposed by Katz and Kahn, the organization has the following characteristics an open system:

1. Import (inputs) : The organization receives inputs from the environment and need renewed energy supplies other institutions or people, or the material environment. Any social structure is self-sufficient and self-contained.

2. transformation (processing) : Open systems transform the available energy. The organization processes and transform their inputs into finished products, labor, services, etc.

3. export (output) : Open systems export certain products to the environment.

4. systems as cycles of events that are repeated : The operation of any system consists of repeated cycles of import-export-processing.

5. Negative Entropy : Open systems need to move to stop the process to replenish energy entópico maintain indefinitely its organizational structure.

6. information as input: Open systems also receive informational inputs to provide signals to the structure on the environment and the operation in relation to it.

7. Steady state and dynamic homeostasis : In this sense, open systems are characterized by a steady state: there is a continuous flow of energy from the external environment and continued export of the system, however, the exchange ratio energy and the relationship between the parties remain the same.

8. Differentiation : The organization tends to the multiplication and processing functions, which also brings multiplication of roles and internal differentiation.

9. Equifinality : which states that a system may be achieved in various ways, the same final state, starting from different initial conditions.

10. Limits or boundaries : The organization presents barriers between the system and the environment. These define the scope of the system, as well as its degree of openness in relation to the environment.

Source: Prism Organization as an open system.

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Session 08

Open System

Organizations as open systems far from equilibrium

GRIJALVA M. Socio-technical approach to work organization

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MEGATRENDS

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PARADIGMS - THE CASE OF MEXICAN COMPANIES

Resumen

En el presente ensayo, se aborda y analiza el tema del cambio en las organizaciones, como la variable más importante para que las organizaciones mexicanas no se queden rezagadas en la obsolescencia, sino que se coloquen a la vanguardia, o al menos se mantengan a la par de las organizaciones considered as postmodern. The purpose of this essay is to analyze the main elements of organizational change, the variables that embraces change, and the typical resistance to change is generated in the Mexican organizations, as we face a culture shock when trying to implement a change.

Keywords: Organizational change, Mexican organizations.

Introduction

Today the world is characterized by a fast-changing environment .. Because of this dynamic condition of the global environment, organizations are in a state of complexity and uncertainty of the changes brought about so quickly. Mexican companies and organizations are no exception to this situation, it is necessary to adapt to their environment. This adaptation is the primary condition for survival. Mexican companies urgently need to evolve, and that with the opening of borders, and the rapid establishment foreign firms have to compete to become more efficient, and provide services and / or products with excellent quality and highly competitive. An alternative to keep pace of these changes is to implement a planned change in the organization, ie, implement Organizational Development. Within this current administration is a major part of organizational change.

Theoretical Framework

start by defining what a change. For French and Bell (1996), means that the new state things is different from the old status quo. De Faria Mello (1995), defines "change" as the modification of a state, condition or situation. Thus, the change is a transformation of features, a change of dimensions or aspects more or less significant.

MODEL OF ORGANIZATIONAL CHANGE

As mentioned previously, an alternative to implementing organizational change is the implementation of Organizational Development (OD). According to French and Bell (1996), OD is the change in its entirety. The DO is a strategy to improve the organization based on group dynamics, and theory and practice related to the planned change. De Faria Mello (1995), consider the DO as a process of planned changes in socio-technical systems open, tending to increase the efficiency and health of the organization to ensure mutual growth of the organization and its members.

The content of the changes we talk about paradigms. Castro and Morales (1998) define paradigm as the way we perceive things, as we believe and have learned to be. According to our point of view we believe that the paradigms are ideas, beliefs and ways of seeing things, which are deeply rooted, and these paradigms are being defined along our life according to the culture within which we form.

Resistance to change is the typical reaction of individuals to change. According to Castro and Morales (1996), resistance to change is because the man is a being for whom the usual means security, and feels great fear to change their habits physiological, psychological, moral, family or work. To Lewicka (1993). Resistance to change is expressed in the form of complaints, waivers, work stoppages, open hostility toward management. In other cases resistance indirect forms can be seen as a restriction of production, waste, low labor quality, absenteeism, etc. Chain (1998), thinks about it, that resistance to change is the difficulty of transforming the actions and ideas, paradigms and philosophies, methods and procedures.

According Chiavenato (1992), the organizational change process begins with the emergence of forces that originate from outside or some parts of the organization. These forces are called exogenous, which come from the environment external and create the need for internal change and endogenous forces, which create the need for structural and behavioral change, from internal organizational tension. The change must be planned and to be effective, must meet certain requirements. De Faria Mello (1996) lists 7 key requirements. The first three are inherent in the aspect of conscious contact with reality and the last four are inherent in the conditions to ensure de facto change.

contact Requirements

reality

Identity .- that is, to what extent the company knows itself as it should be well identified with the change to be implemented in the organization.

.- Guidance

know or determine the goals, directions and directions of change, based on the mission and vision of the company. Sensitivity

Realistic .- ability to perceive changes in internal and external reality.

Exchange Requirements

Creativity .- condition relating to intelligence, technical training, creative spirit and moral courage to take the risk of finding new ways and new ideas. Flexibility

.- requirement refers to the degree of willingness to accept changes and degree of versatility of its human, economic, financial, technological, structural and administrative.

Integration .- state of coordination and convergence of efforts between the parts of the system, including sub-parts of the subsystems, between teams and between individuals. Resources

.- general condition specified in the company and its major subsystems, existence or easy availability of resources in the necessary quantity and quality of different types: human, financial, materials, facilities, equipment, etc.

Cynicism about change

History

failed attempts to change the organization.

Feeling of not being informed.

Lack of communication and respect for the supervisor or boss.

Lack of communication and respect for the union leader.

Lack of opportunity for meaningful participation in decision-making. Provision

negative.

LIKELY EFFECTS OF ORGANIZATIONAL CHANGE cynicism about the

Low organizational commitment. Low

job satisfaction.

Low motivation to work hard. Low

willingness to engage in organizational change efforts.

weak credibility of the leaders of the organization.

Decreased effectiveness of the system of compensation as a motivator.

The change has several facets, to French and Bell (1996), the change may be deliberate (planned) or accidental (unplanned) The magnitude of change can be large or small. From the point of view of its scope, can affect many elements of the organization or just a few. Can be rapid (revolutionary) or slow (evolutionary) The new state of affairs can have an entirely different nature of the former state of things (second order change), or the new state of affairs can have the same kind new aspects or characteristics (incremental change or first order) Each of these aspects is important, because they all require different actions by the leaders and OD practitioners

According to Vargas (1999), the new competitive environment in which organizations operate, consists of two main variables. The first is the technological revolution, which is increasing rapidly, and the other variable is globalization, which should be an instrument of growth and progress.

THE NEW COMPETITIVE ENVIRONMENT

Previously

changes were generated in our environment were too slow, so it was not so easy to perceive. It was believed that things would always equal. But now the change comes as fast. The external environment surrounding organizations is too dynamic and demands our abilities to adapt, as the only option for survival is: be open to change and transform us to be competitive.

Mexican organizations now need to urgently adapt to externally generated changes since the opening of borders and the establishment of foreign companies need to adapt to environmental changes, as this is the cost of the stay, the key here is to use opportunities that all change brings. The best way in which organizations must compete to get more efficient is better utilize their resources. The human factor is the main resource we have, and that internal customers of the organizations is the power of change. Any changes that you plan will not fill effect if the human element does not agree and do not cooperate for there to be change.

STRATEGIC DECISIONS IN A COMPETITIVE GLOBAL ENVIRONMENT

This has a high degree of acceptability, as it is demonstrated that groups exist in organizations which are characterized by their way of being and acting, as well as the group exists workers and managers there of irresponsible or lazy. If one of these groups "bad", someone begins to change patterns, leadership style, etc., You can create in the other members a common awareness of the need for change, both to improve and contribute more effectively to the organization as to overcome personally.

The new trends are the increase in technology, ie the technological revolution and globalization, these two variables make up the new competitive environment within which organizations must participate in a marathon competition in order to achieve excellence.

According to Naisbitt, mentioned by Chain (1998), currently there are 11 mega-trends which should be sensitive to organizations in order to properly guide the necessary changes in the company, these mega-trends are discussed below, in a very summary, and taking the essential and most important of each.

macrotendency

The first is that of information, this brand the transition from an industrial society to an information society, as evidenced by the computer, Internet, intranet and all the advances in communications. It is perfectly connected to the speed of change in society, and it depends on the speed of information.

The worldwide trend towards the implementation of small office, home office (small office home office) (SOHO)

The globalization trend of the national economy into the global economy, where decisions can take a person shall impact on others.

The most important point is planning, long-term planning has become a familiar, this implies it strategically.

The fifth trend is the one from centralization to decentralization. The road to decentralization, the companies will undertake are fully immersed in the information age where people can conduct their activities without going to their workplaces.

We're going to be a management company to be an entrepreneurial society, where people start their own businesses with their savings. We

of representative democracy to participatory democracy.

change pyramid structures and rigid, flat or matrix structures.

This trend is known from north to south, and only refers to the reorganization of economic zones, namely the opportunity to develop economic zones in the Third World.

The alternative to multiple choice ie, forced choice multiple choice, as consumers we all have the choice. Concept has evolved from the crucible of race to the celebration of cultural diversity.

eco-industrial revolution, since the environment provides one of the greatest opportunities for technological and managerial innovation, the industrial world has ever had.

Due to the above, organizations need to retrain days by day, and do not let time pass without renewal, without changing their habits, structure, processes, and that very quickly become obsolete and would be overwhelmed by change and modernity.

The main barrier that we face in trying to implement a change, is the resistance presented by the human element, which is affected by this change. This resistance is very common in Mexican companies, due to the culture, and that Mexicans tend to be very traditional and faithfully keep the traditions that have carried over his life, and then when trying to change their habits, their customs and way of working, is threatened or threatened their jobs. This is not nothing but a paradigm shift, when these paradigms are deeply rooted, they can immobilize us and prevent us from making or doing things that we think are beyond our limitations and our abilities. With the implementation of OD is not going to try to change the culture of a people or an organization, is simply going to try to change attitudes, habits, and try to be more flexible and thereby seek alternatives. Once it has been a major shift in paradigms, everything returns to zero, that is, what were advantages in the old paradigm, not be more.

A typical example of the paradigm is: we all know that global capital was Swiss watches, and their paradigm was not beyond the gear clocks. Because of this paradigm would not let them see beyond their watches, when a Swiss watchmakers were presented with their project for a clock that did not work by means of gears, but a watch quartz, they rejected him as their paradigm did not let them see beyond their short-sighted. In rejecting the proposal by the Swiss, the Japanese later patented the idea, and was a success quartz watches. In conclusion, thus preventing them from the Swiss made a success but in the watch market were its paradigms. From now on changes will be very rapid, and consequently very few things that currently work in organizations, will have value in the future.

not easy to change the structure of a organization, when its members are beliefs and values \u200b\u200bof the old models, but within the new organizational paradigms, it is vital to remain open to change, because once it has begun the process of change, constantly introducing new transformations will , which will lead to new changes that will confront.

DIMENSIONS OF CHANGE

Goals

Leadership

approach

Process

reward system

Using consultants

Lewicka (1993), points to two general approaches for a change: "Sell" and "mutual solution of problems" . The first approach means that employees are aware of facts and arguments which show the benefits of change. The second approach, "mutual solution of problems" refers to the manager or the agent of change and subordinates discussed the need for change and develop jointly plan of action. Between these two approaches is the "consultation", in which the manager discusses the need for change with his subordinates, solicits ideas and then take the decision himself. Regardless of any approach, when the barrier to implementing change in resistance is the first step to address the problems of change is, find out the nature of resistance to change. While change is organizational and comprehensive, the task must begin with the head, the leader, who represents a very important role of agent of change, address the human factor and motivate action.

THEORY "AND" CHANGE

Goals Maximize shareholder value. Leadership
Manage change
top-down approach emphasizes the structure and systems.
Process Plan and establishes programs. Motiva
rewards system through financial incentives. Using consultants
Consultants analyze problems and provide solutions.

THEORY "O" CHANGE

organzacionales Goals Develop capabilities. Leadership
encourages participants from below
approach builds corporate culture: behaviors and attitudes of employees. Process
experience and evolves. Motiva
rewards system through compromiso.Usa payment as fair trade.
use of consultants The consultants support the administration in shaping their own solutions.

THEORIES "E" and "O"

COMBINED CHANGE Goals

Paradox between economic value and organizational skills. Leadership
Set address from above and involves people from below.
approaches simultaneously in the hard (structures and systems and the soft (corporate culture).
Process Plan for spontaneity.
Use incentives reward system to reinforce the change but do not handle it.
Using Consultants are consultants to provide expert resources empowered employees.

A change process model suggested by Kurt Lewin. Change is a process of three steps: unfreeze the old behavior, move to a new level of conduct, and re-freezing behavior in the new level. The change involves moving from one equilibrium to another equilibrium point. The three-stage model is a powerful cognitive tool for understanding the changing situations. A trend suggested by Kurt Lewin, is the change through group dynamics. It develops a dynamic general proposition that "the behavior, attitudes, beliefs and values \u200b\u200bare based on individual groups to which they belong ". The degree of aggression or cooperation of a person, his energy and productivity at work, are characteristics of groups and relationships between people. From this perspective Lewin believes that groups can participate in the process of change in at least three ways:

The group as an instrument of change

The target group as

change

The group as a change agent

Conclusions

Today there are many organizations which are not considering the environmental changes are not acquiring an open mind, willing to change, so it is necessary to begin to change their way of thinking, of seeing things , to change or modify their paradigms. It is necessary to take into account the new global trends and try to go along with them. Look at the new competitive environment, taking the lead in technology and especially to see globalization not as a threat but as a great opportunity to grow and change as an organization. While globalization presents us with a weakness, this weakness must convert it into an opportunity for change and to transform it into a great strength.

Internal customers of the organizations, ie employees, are the most important because in them lies the power of change. If the human element does not agree with the change and shows a strong resistance will be very difficult to achieve change. On the contrary, if they are fully identified with the company, and are aware that the change will be beneficial to both, then the change can take for granted. We realize how in organizations the main problem is resistance to change, as the Mexican culture affects us significantly, because we're used to being very traditional, and sometimes change is seen as a threat and believe that we will lose stability or security if we accept the changes.

We begin with an awareness technique, which demonstrate to employees that any positive change, is very favorable. Especially in these times of instability and uncertainty, where if we are successful today, nothing will guarantee success tomorrow, so we must change, adapt and always be open and willing to change. The macro trends give us a more systemic than it is today's organizations. These macro trends in Mexico places us in making strategic decisions in order to enter the modernization and keep pace with the future of organizations. In general macro trends, support Mexican organizations not to lose sight of differences in relation to other organizations in the world, so they can focus on the right track changes and perform a proper strategic planning.

Source: http://www.virtual.unal.edu.co/cursos/economicas/2008551/lecciones/articulos/cap2/art1.htm

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MODEL OF CHANGE SMALL BUSINESS ORGANIZATIONAL

ORGANIZATIONAL CHANGE


DAFT RL "Insights: Procter & Gamble" in theory and organizational design. pp.399.

DAFT RL "Leading by Design" in theory and organizational design. pp.406.

DAFT RL "Practically Nokia" in theory and organizational design. pp.411.

DAFT RL "case to analyze Southern Discomfort" in theory and organizational design. Pp.437

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Communication Session 07 Elements

Communication is a process of interaction between 2 bodies (or more) where information is transmitted from a sender who is able to encode in a defined code to a receiver which decodes the information received, all in a physical medium by which manages to convey, with a code convention between sender and receiver, and in context .

Communication is of utmost importance for the survival of gregarious species because the information it obtains from its environment and its ability to transmit messages will be key to take advantage of herding lifestyle.

Etymologically, the word communication comes from the Latin "communicare" which translates to "pooling, sharing something." It is considered polysemic category as its use is not unique to a particular social science, with its own connotations of social science in question.

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elements or factors of human communication are: source, transmitter or encoder, code (rules of the sign, symbol), the primary message (under a code), receiver / decoder, channel noise (barriers or interference) and feedback or feedback (feed-back, return message or post secondary).

Source: The place from which emanates the information data, content to be sent, in conclusion, that gives rise to the primary message.

transmitter or encoder, is the point (person, organization ...) who chooses and selects the appropriate signs to convey their message, ie the encoding take so understandable to the receiver. On the transmitter starts the communication process.

receiver or a decoder: It is the (person, organization ...) that goes the message, performs an inverse process to the sender because it is the decoding and interpreting what the sender wants to known. There are two types of receptor, the person who is the only receives the message, and the active receiver or recipient as the person who not only gets the message but it receives and stores. The message is received as the sender meant, in this type of receiver is performed what is commonly called the feed-back and feedback.

Code: The set of rules of each system of signs and symbols that the transmitter used to transmit your message, to combine them arbitrarily because it has to be in an appropriate manner so that the receiver can catch it. A clear example is the code used by sailors to communicate, the grammar of a language, the algorithms in computer ... todo lo que nos rodea son códigos.

Mensaje : Es el contenido de la información (contenido enviado): el conjunto de ideas, sentimientos, acontecimientos expresados por el emisor y que desea trasmitir al receptor para que sean captados de la manera que desea el emisor. El mensaje es la información.

Canal : Es el medio a través del cual se transmite la información-comunicación, estableciendo una conexión entre el emisor y el receptor. Mejor conocido como el soporte material o espacial por el que circula el mensaje. Ejemplos: el aire, en el caso de la voz; el hilo telefónico, en el caso de una conversación telefónica.

Referring : Reality is perceived through the post. Includes everything that is described by the message.

Location: The time and place where the act of communication.

interference or barrier: Any disturbance experienced by the signal in the communication process can occur in any of its elements. Are the distortions of sound in the conversation, or distortion of the television image, altering the writing on a trip, the hoarseness of the speaker, the listener's hearing, spelling defective, the distraction of the receiver the student does not attend but is usually called in silencio.Tambien noise.

feedback or feedback (return message), is the necessary condition for the interactivity of the communication process, if a response is received (attitude, behavior ...) is desired or not. By encouraging the interaction between the sender and receiver. It can be positive (when it fosters communication) or negative (when looking to change the subject or end the communication). If no feedback, then there is only information but not communication.