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.
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.
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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.
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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
realityIdentity .- that is, to what extent the company knows itself as it should be well identified with the change to be implemented in the organization.
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
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
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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.
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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.
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
reward system
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"
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
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.
Source: http://www.virtual.unal.edu.co/cursos/economicas/2008551/lecciones/articulos/cap2/art1.htm
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