Summary
Since the 1930s, studies have been carried out on how to plan changes that will put business organizations in a better position to offer results in accordance with the predetermined goals. In general, and regarding the formative aspect of these attempts, this trend can be encompassed in what is called organizational development (OD). The current dynamic, complex socio-cultural reality implies deep and rapid changes for organizations that intend to maintain their level of competence in an environment that becomes very challenging.
It is clear that the organization needs to develop. Despite the time elapsed and the increasingly pressing need to achieve the DO, it is still valid to question what is needed to achieve it. In the present work reflections are exposed product of the experience of their authors regarding key aspects to achieve this objective.
Introduction
The global socio-cultural and economic reality can be characterized as dynamic and complex, motivated by the existence of open systems that are influenced and conditioned by the strong pressure of advances in communication and technology, the expansion of markets and rapid and continuous economic, political and social changes. These changes make the skills necessary to join the modernization process vary and the human element takes center stage, requires more training and feels more vulnerable to changes in organizations and the needs of work.
The characteristics of the changing environment require business organizations to continuously adapt to change; Thus, the traditional strategy of organizations focused on products and external demands and on the performance of few people is affected by the ability of all members, whether or not they are managers, to orient themselves to changing demands (Gairín Sallán, 1997).
Within this context, the logic of training must participate in the design and development of strategic human resource management, as an essential basis for the proactive nature of the organization's relationship with the external environment. The link that training must maintain with the organizational culture must also be considered, assuming its approaches and reinforcing, through its action, the involvement of people in its strengthening and development.
On the other hand, it is also necessary to specify the skills to be developed, considering the necessary interrelation between: knowing, knowing how to do, knowing how to be, at the same time as knowing how to learn (ability to adapt to new situations by transferring knowledge and skills) and making known (positive attitude towards reflection and analysis on what is being done); that is, to adequately combine "learning to learn, learning to be and learning to undertake".
A conception of training such as the one mentioned above goes beyond the framework of traditional training, focused on specific moments of cultural transmission carried out in a defined space and time and configured as the axis of social and institutional transformation. In fact, in the world panorama some organizations are already identified as training systems, in reference to the fact that their way of acting can be considered training.
Joaquín Gairín (1997) refers that the conception of organizations as training systems allows to go from informal education processes to a formalization of institutions as places of learning and human development. But for this, overcoming the space-time limits that the formation and expansion of the actors and the roles involved usually had should be the most immediate consequences; It also requires the re-elaboration of the theoretical-practical assumptions on which it is conceptualized and applied, training characterized by thousands of very practical actions, but lacking theoretical foundation and where great eclecticism prevails in their pedagogical approaches.
Since the 1930s, studies have been carried out on how to plan changes that will put business organizations in a better position to offer results in accordance with the predetermined goals. In general, and regarding the formative aspect of these attempts, this trend can be included in what is called organizational development.
W. Bennis (1969) defined it as a complete educational strategy that aims to change the beliefs, structure, attitudes, values and strategies of business organizations, so that they can better adapt to new markets, technologies and challenges and to the dizzying pace of change itself. Initially, despite research efforts and subsequent educational developments, training studies were more oriented towards training to achieve effectiveness in the organizations' own tasks; This research line evolved towards the study of the formation of work teams and was later completed with the incorporation of feedback techniques through surveys as an instrument for the development of organizations.
Substantial variations are currently being introduced in the perception of organizational development. The issue is no longer so much to focus solely on research and training in processes related to the production of goods and services, but to establish principles, techniques and processes that facilitate synergistic operation, oriented to adaptation and change to fluctuating environments.
Following W. French and C. Bell (1966), the six new interests in business organizational development are in the transformation of the organization, culture, learning, teams, quality, and shared visions. This perspective necessarily involves training as part of the strategy and highlights the need to fully enter the formation of attitudes of change and innovation.
Nowadays, the so-called management by values (DpV) is beginning to become increasingly relevant as the global way to continuously redesign the company culture so that collective commitments are generated for new and exciting projects. It is an ideal conceptual tool to relate and integrate management with human resource management, it is to seek from managers the high performance of their collaborators for which they must manage values (M. González, 2000) and therefore complements, the strategic and objective direction. Hence the relevance of values education for this type of management.
Development
What to promote to develop effective organizations in today's world?
Currently, there is a relative consensus to understand organizations as social systems based on mutual interest, so that the activities they comprise are governed by social and psychological laws; like people, they have psychological needs, play social roles and hold a particular position. Defining two basic dimensions in its conception:
- Formal organization: It is the intentional structure that guides the way activities should be carried out. It is the set of planned, conscious and voluntarily established relationships that pursue the fulfillment of the organization's purposes. A hierarchy of authority and responsibility in the organization is established, the administration subsystem being key here.
- Informal organization: A set of spontaneous relationships that arise between members of the formal organization. This contributes to forming among them feelings of belonging, involvement with the formal organization, personal satisfaction, self-respect and group cohesion. The existence in it of various systems is recognized, among which the following stand out: System of material resources of production. financial resources. marketing resources system. administrative resources system. human resources management system.
The latter stands out as the key subsystem for managing organizational development, accepting the thesis that truly strategic changes in the organization must have their essence in Organizational Culture.
Organizational Culture
The phenomenon of culture in organizations is considered today of great value, capturing the attention of many of the leading consulting specialists by recognizing everything that defines an organization. Although there is no agreement regarding its conceptualization, the definition elaborated by Schein is useful to capture the complexity of the phenomenon and to understand its value as a regulator of organizational processes. Thus, culture is assumed as «the set of basic presuppositions that a group creates, discovers and develops in the learning process of how to deal with external and internal adaptation problems and that work, at least well enough, so that they are considered valid and taught to members as a correct way of perceiving, thinking and feeling in relation to these problems ”(Schein, E.1970).
They also refer to several levels in which culture manifests itself:
Level of visible artifacts: it is considered as the organization's built environment: visible behavior patterns, public documents, among others.
Level of values that govern the behavior of people: this level is represented by social and philosophical principles, by goals and standards with intrinsic value for the organization.
Basic underlying assumptions level: this level refers to those assumptions that determine how the members of the organization perceive, think and feel.
Culture, understood as the «fundamental metaphor» of the organization, as its essence, then qualifies all the phenomena that manifest in the organization, so that for its empowerment from any type of intervention it will be necessary to attend to its cultural characteristics..
Some of the main variables that consulting work in the organization can focus on are:
The communication
Process by which people try to share meanings through the transmission of symbolic messages. This definition includes three essential points. People and, therefore, to understand communication, you need to try to understand how people relate to each other (which leads to sharing meanings), which means: accepting the definitions of the words they are using. Communication is symbolic: sounds, gestures, letters, numbers and words only represent or are an approximation of the ideas that are intended to be transmitted.
Organizational Communication establishes and disseminates the goals of the Organization, develops plans to achieve goals, selects and organizes human and material resources in the most effective and efficient way, directs, guides, motivates and creates a climate that encourages the participation of staff, and controls performance.
The fact that there are interferences that limit the understanding of the message emitted (barriers) negatively affects the communicative act. The barriers are classified into: personal, physical and semantic, and the influence of anyone negatively affects the flow of communication in the organization.
Communication in the Organization is presented on the following levels:
Descending: in an Organization it means that the flow of information is carried out from a higher authority to a lower level.
Ascending: when information flows from auxiliary and operational levels to hierarchical levels, that is, from lower to higher levels.
Horizontal: when information is provided between departments, chains of command and individuals at the same level. Attention should be paid to the proper functioning of the different levels, although it is important to emphasize that when trying to enhance participation in the organization, it is vital to attend to the operation of upward and horizontal communication.
Work motivation
Motivation is the intrinsic interest or force that occurs in relation to some objective that the individual wants to achieve. It is a subjective state that moves behavior in a particular direction. It is accepted that this not only energizes the action, but also determines its orientation towards obtaining certain objectives from the action of a set of interrelated variables in a very intimate and complex way, which in turn determine the attitude towards the tasks, their understanding and their willingness to continue acting in a certain sense, despite the presence of contingencies that hinder these lines of action.
The complex motivational orientation present in men comprises a hierarchical order and is determined by a set of variables that can be grouped into two main types: internal, in which at least three categories of variables act: physiological (biological, by example, need for food, rest, shelter, sex, among others), psychological (need for self-esteem, security, self-fulfillment, among others), psychosocial (recognition, affection, esteem, among others); external, in which two categories of variables are mainly present: external events (organization and job conditions, salary, job content, among others); agents or people who influence motivation (bosses and their characteristics, the workforce, among others);the relationship conditions between internal and external: in which he decides how people perceive the action of one or another type of variable (internal and external) and the possibilities of satisfying it within the framework of the organization in which he works and with the work you do.
Work satisfaction
The man perceives in a evaluative way the reality in which he performs, particularly with regard to his work situation, since work constitutes his main activity, which gives rise to the formation of an evaluative reflection of this reality. Depending on how it responds to your expectations, interests, desires and needs, this reflection acquires positive value, job satisfaction, or negative, job dissatisfaction.
A set of variables specific to the work situation intervene in the formation of this assessment: internal, among which are working conditions, organization of the working day, salary, management style, communication, among others and variables that are not specifically specific to the work situation, but appear closely associated with it; external, possibilities of food, free time and its use, living conditions, transportation to and from the workplace, among others.
Job satisfaction or dissatisfaction can be a general attitude or cover only part of the work activity. Therefore, evaluating it in a specific organization and work situation should be done taking into account those variables that most affect it. Job satisfaction is part of life satisfaction, so the external environment in general, even those aspects with less relation to work life, influences it, in turn job satisfaction is an important part of satisfaction with life. lifetime.
Management styles
Understood as the characteristics that typify the way in which managers guide their work in the organization, they can be specified in various alternatives or types:
Executive or Autocratic: it is the one that establishes a strict control before all the tasks and activity methods of the subordinates. He centralizes the solution of all questions, makes decisions for himself without taking into account the criteria of his subordinates, and does not bear that they be discussed. This type of leader uses administrative methods and maintains strictly authoritative relationships with his subordinates.
Camaraderil o Democrático: worries that their subordinates know and enrich the lines of work and their future plans, takes their opinions into account when making a decision; He directs the collective from within, his relations are cordial and close, although he observes the required distance. It uses economic and socio-psychological methods, but in due course it uses order.
Tolerant or Laissez-Faire: he is indecisive when making decisions, he tends to submit matters of his competence to the consideration of subordinates, even without the need to do so, and thus delegate to them the responsibility for the decisions made; he does not praise or sanction, he is afraid to compromise, he does not want to harm his subordinate.
More than saying what is the effective style, the important thing is to be clear about which one works in the organization and try to make it as efficient as possible according to the specific cultural characteristics of the organization in question.
The psychological climate
The organizational socio-psychological climate is defined as a set of properties of the work environment perceived directly or indirectly by employees, which is supposed to constitute a force that influences the behavior of the employee. It is the work atmosphere of the organization as it is perceived and experienced by the members of the organization. This aspect encompasses the feeling and the way of reacting of people to the characteristics and quality of the organizational culture and its values. It is, ultimately, the way how management and employees individually or in groups behave in the organization.
The organizational climate has a great impact on the operation of the organization and needs to be empowered to try to develop those elements that can result in it being as positive as possible and that its members perceive as favorable, which influences considerably not only the economic results of the organization, but also in the personal development of its members, an aspect sometimes forgotten, but of great weight in work activity.
Work stress
Even understood as a health problem, it is necessary to highlight the role of the organization in this phenomenon. For this, the following are considered as risk factors in the organization:
- Job stressors and job content. Relational stressors. Organizational stressors. Physical stressors. Other stressors.
The existence of protective factors is also recognized, such as:
- Explicit recognition policies for a job well done. Production policies and human resources management that generate career development opportunities. Organizational culture that values the worker as an individual.
The main sources of stress in organizations are change and uncertainty. In this regard, there needs to be good communication regarding the changes. The main thing, then, is not only to evaluate the conditions under which this phenomenon is found in the organization, but to try to reduce risk factors and enhance protectors, for which some general ideas can be cited, although always bearing in mind that they must be contextualized. in the specific situation of the organization.
Options for companies that want to solve their stress problems
- Stress study (audit). Worker assistance programs (PAT). Training in stress-causing areas or Personnel selection system.
Quality of life
This category has been defined as the quality of a person's living conditions, as the satisfaction experienced by the person with said vital conditions and essentially as the combination of objective and subjective components, that is, the quality of the living conditions of a person. a person together with the satisfaction that he experiences with it.
Finally, it is taken as the combination of living conditions and personal satisfaction weighted by the scale of values, aspirations and personal expectations. Of course, the organization has a great influence on this element and must pay attention to the way its workers feel about it and determine what actions can be promoted to improve the quality of life of its members.
Organizational identity
It is the set of features and attributes that define the essence of the organization, some of which are visible and some of which are not. The following are recognized as identity supports: graphic communication, stable graphic elements that represent the organization, the environment, architecture, vehicles, stands at fairs, conferences, etc.; the human team, the appearance of the people, the sense of belonging, the relationships between the workers, the styles of communication and management, the customer service, the product, the very image of the products or services, etc.
The image of the organization
It is the way through which the organization expresses its identity (representation in the symbolic imaginary). Its modes of expression are a series of attributes that are considered representative, distinctive within the organization, are projected through communication actions.
Both the identity and the image of the organization are important elements in its operation and it should be worked in order to have clarity regarding how the organization is conceived, both by its members and by external clients or other entities with which it is related. In this sense, it is important that these elements do not manifest themselves spontaneously, but are directed according to the objectives and interests of the organization, especially in the most critical periods of change.
Organizational change
Change is intended to make things different. The intervention for change is a planned action and tends to change things. However, the change must be aimed at achieving specific and desired effects, as well as avoiding possible unwanted effects. In other words, it is necessary to direct the change.
People who act as facilitators and take responsibility for leading change are called change agents. Change agents can be managers or non-managers, employees of organizations or external advisers.
In the case of very far-reaching changes, management often hires the services of external consultants to provide advice and assistance. Since they are not within the company, they are in a position to offer an objective perspective that, generally, those belonging to the company do not have. However, they are not without limitations; they generally do not have a good understanding of the organization's history, culture, procedures, and staff.
In addition, they tend to introduce radical changes (which can be useful or harmful), since they do not have to live with the repercussions that they bring. In contrast, when internal specialists or managers act as change agents, they tend to be more careful (and possibly more cautious), since they must live with the consequences of their actions. Whatever the variant used (external, internal agents, or a combination of both) what is key is that the change takes place as a directed, intentional process and that it is based not only on what is desired to be achieved by what the medium imposes., but in the characteristics of the organizational culture.
Resistance to change
This is a process that generally appears when it comes to changes that in some way suppose significant ruptures for the subjects involved. The degree of resistance to change depends on the type of change and how well it is known. People are not resistant to change, but to loss or the possibility of loss.
A methodology has been accepted for the change that tries to diminish the possible resistance, from the direction and the graduation of the process, for which different stages are proposed:
Thawing: a successful change requires thawing the status quo of what is established, ensuring that it does not There is uncertainty, fear of loss of what has been achieved in the organization or on a personal level.
Movement: change in the desired and planned direction until achieving the objectives that are intended to be achieved.
Refreezing: stabilizing what has been achieved in the change as part of the culture of the organization, which guarantees its persistence over time.
How to deal with these problems?
We have handled some variables that are strategic in the process of consulting organizations, but it is also necessary to reflect on how to influence these elements in a coherent, systemic and non-aggressive way for the organization. In our opinion, the above implies the use of a work methodology that takes into account the organization and the aspects that have been previously exposed, working from its culture.
One proposal is the use of qualitative methodology that takes these aspects into account.
- Leading role to the perspective of the subjects that belong to the field of action. Respect for the characteristics of the dynamics of the research scenario (without renouncing the modifications that can be achieved). The transformations that may occur essentially correspond to the needs and possibilities of the subjects, which generates more commitment in them.
This methodology is also characterized by the wide possibilities it offers in the use of instruments that are very useful for work in the organization, among which the following could be mentioned:
- In-depth interview. Open questionnaire. Improvement groups. Subject group. Sociopsychological training. Participant observation.
In particular, it is interesting to highlight some of the elements that typify the work with the subject group as a methodological proposal located in the institutional analysis, and that not only offers wide possibilities for consulting work in organizations, but is also novel, since its use is less widespread in this type of practice:
The subject group, some characteristics:
- Reflection from the analyzers. Commitment to the group and the organization. Freedom to express oneself. Search for "transversality". Generation of new proposals, alternatives to the conflicts felt.
For the work with this type of groups and with the general methodology of institutional analysis, understanding and managing what is called analyzers is key, and that they are devices, natural or constructed, that allow the organization to question from of the phenomena that are revealed in their daily dynamics. They constitute points of reading of the organizational phenomena for the researcher and through them an attempt is made to provoke in the subjects that are part of the analysis, the reflection on said phenomena.
In conclusion
Nowadays, man develops in a society where organizations are widely represented: to think of human relations, of social activities, of daily life, in general, is to think of organizations, because they are the fundamental link of maintenance and development of any society.
Specifically in the world of work, organizations are strongly rooted as the most feasible way to approach the dual purpose that is recognized in work: to achieve high levels of production with the highest possible quality and, in turn, to promote the development of the subject who works.
If we also take into account that these organizations are inserted in contexts that are becoming more competitive and changing every day, then the need to attend to organizational development will be understood, both from the external and internal consulting variants, and in both cases develop forms efficient and holistic that guarantee the development of the organization as a system from the potentiation of strategic phenomena and processes in its operation (some of which have been addressed in this work), but from the understanding of their articulation in Culture of the Organization, for which methodological strategies must be perfected that allow understanding and influencing these phenomena without neglecting their complexity.
Bibliography
Bennis, W. (1969). Organization development: its nature, origins and prospects. Addison-Wesley Pub.
French, WY & Bell, CH (1996). Organizational development. Mexico: Prentice Hall Hispanoamericana.
Gairin Sallan, J. & Fernández Arenaz, A. (1997). Planning and management of training institutions. Barcelona: Editorial Praxis, SA
Mérida González, RE (2001). Management by values. Havana: Unpublished. Material in magnetic support.
Shein, E. (1970). Organizational psychology. New Jersey: Prentice-Hall International
