In business economics, the term globalization is used to refer almost exclusively to the global effects of international trade and capital flows, and particularly to the effects of trade and investment liberalization and deregulation, which in turn tends to be called "free trade".
Globalization in itself is a continuous and dynamic process that defies the laws of developing countries, in the sense that it reveals irregularities regarding laws for the protection of workers, protection of the environment and ways of establishing business with corporations that do While they can provide work for the unemployed workforce, they can also benefit from irregularities that persist in a given country.
In this context, new conditions have been generated for organizations, where strategic resources depend on the world economy and within the era of telecommunications and information technology, which make up a world different from the one we had known and whose The repercussions will be of major consequence for organizations and the future of business, where past experience and successes do not guarantee future results.
Also in this context, knowledge, creativity and management are distinguished as key elements; In addition, concepts such as: quality, service, benchmarking, outsourcing, empowerment, reengineering, strategic alliances, among others, arise and become common, which are associated with new trends and administrative schemes that are part of a new culture at work.
Organizational culture is a specific culture according to the purposes of companies. It is made up of the set of knowledge, skills, attitudes and values that allow an organization to work effectively, to obtain competitive results, which implies that the attitudes and commitment of the participants, work styles, respect are integrated., professionalism and ethics.
In globalization, companies focus on the concepts of performance and competitiveness to maintain a privileged position in the market, while customers, by purchasing a product, receive better quality and service.
Thus, the goods or services offered, for example, from a developed country, must be as good as the best that is obtained in a developed country. This translates into a double effort, since socio-cultural and economic differences leave us at a frank disadvantage and inequality.
Organizations that are able to excel and compete successfully and gain recognition in the global environment are said to be “world class”.
In this way, the main factors that commonly affect all organizations to achieve world-class performance are, among others: the liberation of world trade that occurs with the fall of the eastern bloc into geopolitics on a world scale (socialism, communism), trade agreements with other countries (FTA, MERCOSUR, Pacific Rim, European Union, etc.), the development of new technologies, the orientation of integrated processes (business synergy), digital information, ecological care and therefore, social responsibility; the privatization trends of state entities and the new administrative trends (reengineering, benchmarking, outsourcing, empowerment, coaching, kaizen, among others). In the same way and before this new scenario, a new need arises in the environment,the need for change, since the organizational environment constantly presents innovations and modifications that the company has to undergo to stay current and updated in the market and in the face of competition.
In the perspective of obligation to change, organizations react differently, according to Arévalo Pérez and Parrilla, the general perspectives of change that normally apply are:
a) Incremental change: Certain organizations excited with a virtual change opt for the idea of an incremental type change where it is about adapting or adjusting their operation and performance to the new emerging factors, without upsetting the bases of their structure and in agreement to its priorities and possibilities, without counting on a comprehensive vision of change and, basically, it continues to act traditionally. It is also known as a cosmetic or apparent change. This includes, for example, government agencies and the Presidency of the Republic.
b) Opposition to change: Certain organizations with high resistance and inflexibility, simply decide not to change, radicalizing their positions and ignoring their environment, clinging to a known and often successful past to try to maintain a fictitious stability without warning that they only accelerate their early marginalization or disappearance of the market. In this case are the IMSS, the ISSSTE and most of the unions.
c) Planned change: There are other organizations that seek to take advantage of opportunities and adopt planned changes based on a strategic vision and structural transformation, with the creation and adoption of attitudes and values that guarantee high productivity, competitiveness and success in the market. An example in this area would be the company BIMBO and BANORTE.
In Mexico, there is a strong rejection of change since the changes that occur are mostly radical and include both cultural and administrative style changes and simultaneously affect the labor perspective, the way of doing things and the life project of people.
New forms or techniques of administration cannot be successfully imposed on traditional cultural values that do not change, since the results obtained are frustrating and have a direct impact on both productivity and quality and on the development of human resources.
In this sense, the values deeply rooted in Mexican culture are: family, religion, interpersonal relationships, the concept of work and rest, emotional sensitivity, the workplace, respect and courtesy.
In parallel with cultural values, habits and behaviors (idiosyncrasies) are developed, which in most cases have negative effects that are reflected in innovation and business culture, such as: the absence of commitment and compliance at work, unpunctuality, corruption and lack of ethics, individualism and lack of cooperation, improvisation, reactivity, excess celebrations that have an impact on productivity, chatter and rumor, mistrust in the other, among others. (Mauro Rodríguez. Psychology of the Mexican at work)
Accordingly, the characteristics of the Mexican organizations in the context described above would be:
- Small and medium-sized companies, where an empirical and familiar administrative style prevails, in the same way, their administrative techniques are empirical and unstructured, attitudes and culture are traditional and informal (in this case, the values are deeply rooted, not There is a delimitation of functions, and in most cases there is no organizational chart.) Government institutions and agencies. In these organizations (mainly State dependencies), it is where it can be observed that bureaucratic and vicious administrative models and paradigms prevail, which in turn generate conformist and pessimistic attitudes among their members, which are directly reflected in the work, where Corrupt practices are a constant, and therefore quality and productivity are almost forgotten terms.
Here it can be seen that there is a formalized organizational culture, and in some cases widespread, but it is not put into practice, it is not disclosed through the appropriate channels and it is not updated, since importance is not given to the planning and setting organizational objectives and goals.
Corporations and multinational companies.
In these, the adoption of new administrative techniques prevails, generating changes in attitudes and modification of the administrative culture. The organizational culture is formalized, it is communicated to the members of the organization and constant feedback is given regarding the internalization and understanding of the ideological heart that supports the entity. Training continues to staff with the objective that the employee develop multiple skills and be able to solve problems.
Most have communication, public relations and marketing departments, which reflects a concern and interest in keeping their internal and external public duly informed. However, as has been observed and according to testimonies and experiences of young people, these organizations focus mainly on the care of their image, the quality of their products and services, and customer satisfaction; because with regard to the conditions and guarantees of work are null or are granted in some cases, partially. Here the characteristics are: constant rotation of personnel, since the contracts are for fees or eventualities that prevent access to the benefits of law and to having seniority.Variable hours and request for availability of the employee according to requirements of the organization with the same salary and without overtime.
In this context, the modern Mexican organization should not be a faithful copy of some administrative style from another country, but should be a conjunction of various characteristics and trends adapted to our reality and under the prevailing legal and legal conditions.
For the changes to be effective and lasting, active participation, information and education must be combined through continuous training for both managers and employees.
Formal educational processes are a vital part of creating, enriching and transmitting culture and, therefore, must be updated with relevance and efficiency, in the long-term search for a generational change that generates a new paradigm in work for adaptation to the so-called global culture.
