Organizations operate in an environment that places increasing demands on them, and therefore they must systematically raise the level of satisfaction of these growing needs of society. To achieve this, its management must deploy hard work in the search for alternatives that are characterized by their level of creativity and in which all the resources allocated by the organization are combined to obtain a satisfactory result. In this search process it is essential that the human resource, the people who make up the organization,be aware that in order for the entity to improve its performance and as a consequence be able to insert itself into a world characterized by great competitiveness, they must be fully identified with the objectives set by the organization, since it is precisely people who are the driving force in the management and execution of the entire transforming process because they are the ones that, faced with a process of change, must be able to guide the system to gain an advantageous position in the market.
In recent times, the market has been characterized by constant evolution, a demanding customer appears who is not willing to accept excuses in the quality of the product or service offered, so companies must be able to capture their demands and to permanently increase their satisfaction, since only entities that are characterized by the quality of their products and services and by a rampant orientation to the market, survive in it, achieve notoriety and prosper, this is only achieved if there is a capacity to adapt to these changes by the Management, the Organization and the People who are precisely the executors of these processes.
That is why this work is dedicated to raising some considerations about the conduct to be followed by the Management, the Organization and the People in order to survive in an environment that places increasing demands on it.
For the realization of the same, the Materialistic Dialectic was used as an investigative method, which when studying the general relationship and the development of the world, determines the approach towards its study. Another of the methods used is the Inductive Deductive that starts from particular purposes to reach the generals and vice versa, the systemic structural method was also used when considering the organization of the process as a system.
WHERE TO GUIDE THE CHANGE?
Our world is undergoing one of the most profound transformations in its entire history due to the increasing demands of the environment, in the company there is an accelerated race in search of methods of change in order to survive in this turbulent environment, These changes must be oriented towards the Management, the Organization and the People, guaranteeing their full correspondence with a view to achieving an adequate overall performance of the organization.
From the foregoing, it can be inferred that today change is unavoidable for the company to survive, so it is essential to develop skills to achieve these transformations. The following are the elements that must be taken into account so that the systems are prepared to face the constant changes imposed by the environment.
DIRECTION.
As a starting point in this change, Management must not only know that it is necessary to change, but must bring about change once the mission of the organization has been defined, which must be solidly based so that it is focused on satisfying the requirements. of the environment, in addition to not only defining it but also transmitting it, until making sure that it is understood and shared by the rest of the system, for this it is necessary for managers to be characterized by having great capacity and technical knowledge about the activity carried out and thus being able to define at all times what is to be done, since change, today is something inevitable to maintain continuity, that although it is necessary for the company it is also necessary for society, change is a prerequisite, if you do not change, you die. Submitted today,Under strong external pressure, organizations more than ever must decide how to face the future, despite this great uncertainty.
Each sector is different, like each company, but there are general rules of organizational behavior that set the tone since another of the great handicaps of change is that, sometimes, the management does not know what needs to be changed is by That first is necessary to identify, where do you want to go? In order to do so, remove all those parts that do not contribute to that objective. And ensure the short and long-term viability of the organization. As a general rule, everything that is superfluous and does not add value should be changed
A change without aim will create great instability and confusion. When uncertainty is transmitted, confusion is communicated, so the management must ensure:
• Seriously examine the market and the realities of the competition.
• Identify important opportunities.
• Assemble a group with enough power to lead change.
• Get group members to collaborate as a team.
• Create a vision that helps guide change efforts.
• Develop strategies for realizing that vision.
• Communicate the vision
• Use all means to unceasingly transmit the new mission and new strategies.
• Give broad participation and autonomy of action
• Change systems or structures incompatible with vision.
• Encourage risk taking and encourage non-traditional ideas, activities and actions.
• Publicly reward and acknowledge those who made improvements possible.
• Consolidate improvements and produce even more changes
• Change all systems, structures and policies that do not fit together and do not fit the vision.
• Hire, promote and develop people who can put the vision into practice.
• Reinforce the process with new projects, themes and agents of change.
• Create a greater sense of urgency
• Obtain better performance by focusing on the customer, enhancing leadership and making management more effective.
• Articulate the relationships between new behaviors and company successes.
ORGANIZATION.
The strategies adopted by senior management must be the starting point for the way the organization is going to work since it and the environment are like communicating vessels, they are leveled, or there is an imbalance, so the organization must eliminate all those rigid systems. inflexible, slow, impersonal, everything that goes against current trends in the environment, must be worked on the basis of ensuring that the operation of the process is oriented towards productivity, for this the strategy to be followed must be aimed at changing or adopt new working methods, with the aim of responding to the great competitive pressure to which organizations are subjected.
The main challenge they face is the customer who demands quality of the products or services they receive every day, since the customer we face in the market is an evolved, more informed, more attentive and rational customer in their choices, making it a demanding consumer. This causes the organization to need to change to adapt to the changes that are taking place in the environment.
The organization must be able to identify which are the limitations that prevent the successful achievement of its mission, these restrictions may be located in any of the links that make up its logistics system since once they are identified, measures must be adopted for their elimination, these measures must be oriented towards customer satisfaction, which is ultimately who defines which measures, methods and procedures should be used to harmoniously and rationally combine the elements of the process (objects, means and workforce) to in order to guarantee the objectives of the system.
As stated, the Directorate establishes the strategies and the Organization must be able to function in such a way that it responds to them, but the people who are responsible for this process are the people who are present throughout the system and are the most dynamic active factor within the productive forces.
PEOPLE.
In this process of change people play a fundamental role since they are the conductors and executors of the process without them it would be impossible, this forces and conditions, to see people in the organization, from the productive point of view, that is, it is necessary the involvement and motivation of people at work, to produce more and more, inventing numerous incentive systems to help this end, it is necessary to achieve creativity, commitment, initiative and communication in people, which constitute some of the demands of this new environment, which is rapidly changing our way of living and establishing relationships, in short, are some of the requirements and new challenges that people must take on in this new social environment. If we consider,that an organization is a group of people committed to a common goal. Undoubtedly, these people must change and this change is not a question of aptitude, but rather of attitude, that is why the people of an organization must change, so that it changes. The really difficult thing is that we must adapt and change our way of thinking, how to approach problems, and above all, our way of relating and communicating.
Until recently, an organization could still be expected to be competitive on the basis of a horizontal division of labor and a vertical division of decisions. The tip of the pyramid was what he thought, the rest were paid to do, not to think. The true success today is in what people really feel, think and interpret and above all in the ability to recognize, organize and use it.
Talking about change also means talking about resistance to change. Although more than resistance, most people are predisposed. What generally happens is that there is resistance to internal and external uncertainty. Many times, people are caught up in this dilemma. In order for the organization to advance, it is necessary to adapt, but this also generates fears of loss of status, stability, tranquility and, above all, the mental difficulty of interpreting all these new changes.
There is no doubt that the ways of approaching this dilemma try to benefit the organization, adapting it to this new future, without creating traumatic aspects that may harm it.
If analyzed first, the assumptions that underlie the mental focus and that justify the claim to resist change. In order to not create instability in the organization, it can be seen that they are basically based on six possible assumptions:
There is nothing more annoying for people than doing something in which they do not feel identified, no change can be brought about, if before, the situation of the 6 fundamental emotional needs that all people have has not been considered.
People become more or less nervous, when they suffer any consequence regarding:
• They have a great need to feel safe, to have a certain stability that allows them to develop other skills.
• Singularity is another fundamental need. Everyone likes to feel important in a way, to be recognized.
• They very much like to develop their own growth as people and professionals.
• On the contrary, they are terrified when they feel alone. They have a natural need to share, to interact with others and also to be recognized.
• Boredom disgusts them, to a greater or lesser degree. Everyone likes variety, surprise and challenge.
• Finally, if something saddens you is to see that what you do does not contribute to anything. People have a strong emotional need to see that what they do at work contributes to the good of the organization.
Any change initiative that is intended to be carried out, without first having assessed these six emotional needs, will cause problems of adaptation of people to this new situation. Ultimately, people will have what is called, resistance to change.
Eliyahu Goldratt, talks about 5 behaviors of resistance to change:
• In a new situation, people have a strong deformation to see that the problem is always another department, person, etc.
• When they are shown that the problem depends on their area of responsibility, the next step is to argue that there is no solution.
• Demonstrated that if there is a solution, the third step of resistance, that is, that there are no means to solve it.
• The fourth step is to see the negative parts. In other words, exposing all the new problems that the new solution can generate. They are the "Yes but".
• Finally, convinced that it affects everyone, that there is a solution, that there are means and that the negative points will be adequately dealt with, we can only doubt the neighbor. It is that phase in which we distrust the work that others must do.
People must be informed of what they intend to do, they must understand why it is done, what implication all this will have and above all, be able to participate. Feeling that they are unique, that they share the work and that they are not alone, seeing that what they do will contribute to a goal, to grow throughout this process. If this is so, the world will be varied and it will contemplate challenges and above all, it will give us the assurance that it is an organization that cares about the future. Only in these circumstances, the predisposition will be maximum and the illusion in this new project will generate the self-motivation necessary to be better every day and understand what they are fighting for.
But this change is not free, it must release all the energy of all the people in the organization, to move from a certain situation to a new position.
The catalyst for this energy, must be the leader of the organization, he must transmit that vision and excite the rest with this new project. However, in a company you need leadership and management, there must be a balance between both. Without good management, companies tend to chaos, in such a way that their viability is seriously jeopardized.
Rather, leadership is concerned with change. Its greatest importance comes from the fact that in recent years the business world has become more competitive, unstable and demanding.
Today doing it a little better than in the past is no longer a solution. Substantial changes are required in order to survive and be able to compete effectively in this new environment. More changes require more leadership.
Trying to provoke a change in the organization from the top is a tremendous mistake, and at the same time, a generator of internal problems that will disturb social peace.
FINAL CONSIDERATIONS.
In everything exposed so far, there is a fundamental fact, and that is that people are the protagonists. The difference between a more competitive organization and one that is not so much, lies in the ability of the people who compose it, to interpret these new values, to be able to get out of the mental comfort zone and adopt a vision of continuous change. The direction of the organization will no longer be the only thinking entity, to give way to a direction based on the participation of all people, teamwork and a multidirectional division of decisions. The power of decision must be where there is a need to decide. You cannot function with a rigid structure and vertical decision making.Within this new approach to change and considering that all the people in the organization are the protagonists, it is necessary to define what should be the aspects that must be kept in mind, so that adequate growth as professionals is ensured, and at the same time, guarantees to the organization, with differential qualities that also help its continuous development.
BIBLIOGRAPHY
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