Introduction
Numerous writings have been published about management styles practiced in countries of diverse and different cultures, as well as the introduction of administrative fads and the so-called "quality culture", as justification for the success achieved by the companies that adopt them. and their subsequent promotion and export as products of knowledge and practice.
But, is success really focused on fashion, Total Quality, culture of the organization… or is it a question of leadership?
Through this writing, I will try to find the answer to the previous question and record the success factors found in companies, to gather that it is not necessary to import models or styles that are foreign to business idiosyncrasy, but on the contrary, complement leadership with respect and consideration that the worker deserves, regardless of the country where their labor contribution is made.
Theoretical framework
Therefore, it is mandatory to know the characteristics of the mentioned administrative movements over time, in order to infer the expected results:
Organizational culture
When we compare some companies with others, we can observe fundamental differences between them: the way they carry out their activities, the way they are, how they make decisions, etc., even between companies that are very similar in size, activity and technological level.
To specify, we can cite some definitions on the subject:
- Organizational culture is a system of values, beliefs and behaviors that are consolidated and shared in the daily running of the company. The leadership style of management, the norms, the procedures, the means they use, the attitudes, beliefs and behaviors of the people who make up the organization make up the set of elements that make up the culture of a company.Company culture is understood as the system of behavior, rituals and shared intentions that are characteristic of the personnel of a company and that distinguish the group or the organization from other similar entities.Organizational culture encompasses everything that is an expression of the feeling of the collectivity of the individuals in an organization, such as work styles, organizational structures, social relationships, internal, fundamental administrative decisions, their way of reacting to unforeseen events or problems, the assumptions on which it operates in relation to the correct or incorrect ways of doing things, the criteria with which correct or incorrect behavior is evaluated in reference to styles of directing, organizing, relate, etc. All these aspects make up the internal culture of an organization.
Total quality
- Total Quality is defined as a philosophy of action within a company, understood as a systemic, permanent process and continuous improvement, which involves the entire organization in the search and application of creative and innovative ways of working, with high added value, that exceed the needs and expectations of the client and the community in the coverage, delivery and impact of products or services. Total Quality is the result of the continuous effort of all those who make up an organization and of those who are associated with it eternally in their joint search to retain their customers and attract those of their competitors.Total Quality is a strategy that, linking a work philosophy with applied techniques, allows survival and progress in an increasingly competitive world. It is administration based on respect for humanity.
It is talking about people in a double sense: as creator, generator of quality, and as recipient of quality and manager of requirements.
Administrative Fashions
The "administrative fashions" are a type of proposals that offer themselves as the great solution to the problems of the administration.
This offer is publicized through great editorial success, which places great emphasis on the recognition of authors who are highly renowned in the topics covered and surrounded by a certain atmosphere that makes them deserving of the label of "gurus", which allows the latter, resort to ex cathedra statements to dictate the organization's procedures.
We refer to techniques or administrative theories accepted as 'fashions' that due to their origin, novelty and the author (advisor, consultant or foreign professor) or prestigious entity, are accepted and implemented in companies. Let's mention some:
- Administrative fads offered in the market, such as the theories of the gurus, total quality control (CTC), the business reengineering process and the topic regarding learning organizations.Taylorism, Bureaucratic Theory, Applied Psychology, Organizational Development, Human Group, Organizational Theory, Group Behavior, Gurus' Proposals, Total Quality Theory, Business Reengineering, "Learning Organizations".
Productive Models
Complementing our information, in order to have a broad vision of the situation that is the object of this work, we list the main characteristics of the worker and the companies that are recognized as successful worldwide, from countries with different cultures:
Japan
Ingrained tradition of solidarity, mutual support, cohesion and the predominance of the collective over the individual, respect for values, loyalty, savings, fidelity, work, legitimate and valuable gain, disapproval of the use of neighbor with selfish goals (whether in trade or employment), the sense of consensus, the great sense of responsibility, the feeling of belonging to a community, the appreciation of individual skills, the long term, time, patience, the deferred profit, the spirit of competitiveness, meticulousness, educational training, its dynamism, pleasure at work, being listened to, trust, self-criticism, decision-making based on adherence and consensus, information at all levels, comfort conditions,the lack of closed offices, creativity, high remuneration, versatility at work, ease of contacts, equitable redistribution of earnings, health and physical well-being, lifelong learning, patterns that set an example.
In my opinion, here lies many of the difficulties of "importing" administrative theories or fads into our country, because their implementation uses "brainwashing" or "promotion" strategies so that they can adapt, but with the drawback of their temporality (until another manager arrives or the executives on duty change). Unlike in Japan, where we can see that behavior is “innate”, a promotion is not necessary in terms of fixing habits, because they have already been acquired and with a lot of effort, in addition to the cultural part. This factor, then, has a very important connotation in the administration of our companies,where there is not an authenticity but a sketch of "imitating" everything foreign and the imposition many times of administrative theories or fashions according to the training of senior management or its owners.
South Korea 12
Legal workforce, perseverance at work, sense of effort, aptitude for business, responsibility as a collective commitment, cohesion, criteria of competence and experience, loyalty, respect for authority, training within the company for: creativity, morality, leadership, integrity, cooperation, observance of rites, well-being, hierarchical decision-making, support and protection for the worker, high wages but disproportionate to those of managers, quality of life.
Likewise, as I mentioned with Japan, we find ourselves with cultural characteristics and habits acquired with effort and even government intervention, in order to obtain an authentic “way” to manage companies. Additionally, the history and memory of the "war" and the reconstruction are present, things that are absent in our country, so that we are far from being able to acquire the aforementioned habits, although we have many values that due to poor leadership are lost every day more. But in any case, it serves as an example, to start hard work among entrepreneurs now (I think SMEs would be ideal) to sensitize them to the importance of having an authentic administration focused on MAN.
Germany 13
Appreciable degree of security against the risks of illness, unemployment and various socioeconomic imbalances for the worker, common responsibility, sense of solidarity, strong tradition of dialogue, joint reflections to determine common objectives and thus be able to obtain consensus, presence of unions such as part of the company, stability, competitiveness, high wages, short working hours, customer as a central point, concern for people, preeminence of the trade, training of the workforce, priority to the place that people occupy in the organization, training on the part of the production-oriented company, legendary discipline and ardor for work, respect for values, well-being thought of all, full employment, humanization of work, right to truthful information,the dignity of man, understanding, search for social peace, co-administration (co-management), diminution of power, right to the free realization of all, social justice, more equitable distribution of results, long-term vision, consultation at the discretion of the files that involve each worker. The discipline of the German people characterizes one of the factors of progress and construction of a country, which presents other important characteristics that affect the styles of company management and its achievements. A country that plays a determining role in Europe and that has participated in more than one World War, which has had the contribution of its citizens and the support of the United States, to rebuild,that it has worked in a reunification sacrificing part of its current economic well-being to emerge as a key nation in the context of world hegemony, it is an example to take elements of analysis on the business issue. Countries like ours, undisciplined, devoid of sacrifices and commitments, where the short-term vision prevails over social well-being, where entrepreneurs think individually and not socially, obviously become a matter of exploitation and administrative management not authentic, because the concern is not Man in its integral dimension, but the accelerated enrichment of a few and the training of new entrepreneurs who emulate that reality and who do not seek or find solutions.it is an example to take elements of analysis in the business topic. Countries like ours, undisciplined, devoid of sacrifices and commitments, where the short-term vision prevails over social well-being, where entrepreneurs think individually and not socially, obviously become a matter of exploitation and administrative management not authentic, because the concern is not Man in its integral dimension, but the accelerated enrichment of a few and the training of new entrepreneurs who emulate that reality and who do not seek or find solutions.it is an example to take elements of analysis in the business topic. Countries like ours, undisciplined, devoid of sacrifices and commitments, where the short-term vision prevails over social well-being, where entrepreneurs think individually and not socially, obviously become a matter of exploitation and administrative management not authentic, because the concern is not Man in its integral dimension, but the accelerated enrichment of a few and the training of new entrepreneurs who emulate that reality and who do not seek or find solutions.Obviously they become a matter of exploitation and of non-authentic administrative procedures, because the concern is not Man in its integral dimension, but the accelerated enrichment of a few and the training of new entrepreneurs who emulate that reality and who do not seek or find solutions..Obviously they become a matter of exploitation and of non-authentic administrative procedures, because the concern is not Man in its integral dimension, but the accelerated enrichment of a few and the training of new entrepreneurs who emulate that reality and who do not seek or find solutions..
Sweden (The Third Way) 14
Full employment, equity in income, high wages, productivity, social security, high quality of life, agreement, collective bargaining, literate worker, concern for the quality of being and quality of life, technical and scientific development, respect for the environment, worker safety and physical integrity, spirit of solidarity, hierarchical steps reduced to a minimum, mutual respect, dialogue, exchanges, information on development plans for all workers, search for consensus in decision-making, cooperation, participation, humanization of the job.
An indisputable model of social commitment, where the benefit is general and the distribution of profits is thought based on the community, where values are highlighted and consensus is achieved to give an imprint to administrative management, it is something that we should study in depth to take all the good and be able to adapt it to our companies for the benefits that would result. The Swedish model of cooperation, with high rates of income, with minimal unemployment, with security for the worker, shows us that it can be managed without the concept of only accumulation of wealth and a short term.
Allow me once again to insist on the importance of knowing another very close model: Cooperativism (later I will have the opportunity to expand on the subject.) Companies with diverse cultures in different countries with another way of managing
Cascades (Canada)
Company founded in 1964 by Bernard Lemaire. Since the early 1970s, the company has continued to grow rapidly (from one plant in 1972 to twenty-five in 1985), has more than 2,000 employees, and has sales of more than $ 300 million. It is dedicated to the production of paper and its derivatives.
It has the following characteristics:
No one gives importance to titles, there are no job descriptions, office-building doors are open to everyone, no information is considered confidential, high wages, distribution of earnings to workers, use of all tools, facilities or company vehicles by employees at no cost, materials that the company produces to build their home for free, employees can be shareholders of the company, right to error, free expression, there is no separation of tasks or positions, social advantages, they enjoy the job, There are no positions dedicated solely to supervision, solidarity, serenity, freedom, mutual aid, feeling of belonging, presence of shared rites, spontaneity, the company is involved in the life of the community,personal initiative and own responsibility, possibility of interpellation for all at any time, no decision without the participation of the employees involved, absence of signs denoting status, absence of hidden privileges, self-organization and self-control, excellent working conditions. In 1993 it had a turnover of more than CN $ 1.6 billion.
One remains, then, half unarmed when he finds that this can happen in a capitalist, stable country with an enviable income. Of course, this is an exception in business management, and there are other organizations that present magnificent results without the social and human characteristics that we saw in Cascades Inc.
But the question of the possibility of having companies like these continues at the level of our country and why not worldwide. Once again the importance of the human being, his spontaneous and truthful treatment, the values and his attitude towards the company and society, make the administration of this type of companies successful and lasting, capable of enduring cycles of crisis at the level regional and global.
Semco (Brazil)
Semco is a company dedicated to the production of a range of products (turbines, industrial cold, household appliances). Ricardo Semler joined the company in 1980, 27 years after his father founded it. In 1988 it invoiced $ 37 million dollars, with 800 employees and 5 factories.
Omar Acktouf in his book "The Administration: Between Tradition and Renewal" 18, points out the following as characteristics of this company:
Provision of rest areas and telephone booth for workers, high wages, distribution of profits among workers, food aid, hiring and promotion of executives, decided by employees, self-organization, discussion of work procedures, respect for the quantity, quality and time requirements agreed in production, there are no signs of difference in status, harmony between the company's and union relations, concern for the worker's well-being, health and quality of life, help workers to set up their own companies, lower levels of administration (circular organization), leadership appreciation, less supervision, company credibility, long-term belief, abolition of standards, manuals, rules and regulations,Informality in personal appearance, confidence in personnel, job security, training of employees for their career development and to interpret business information, polyfunctionality in different jobs, little importance to the ranks, transparency, absence confidential payroll, collegial decision making for truly important issues, worker participation, productivity, competition and competitiveness, innovation, generation of "entrepreneurs" (entrepreneurs within the company), quality of life.little importance to the ranks, transparency, absence of confidential payrolls, collegial decision making for truly important matters, worker participation, productivity, competition and competitiveness, innovation, generation of "entrepreneurs" (entrepreneurs within the company), quality of life.little importance to the ranks, transparency, absence of confidential payrolls, collegial decision making for truly important matters, worker participation, productivity, competition and competitiveness, innovation, generation of "entrepreneurs" (entrepreneurs within the company), quality of life.
One more example of how "believing in people" and the ability to insist, perseverance and ambition to succeed, make daily actions become profits for an equitable distribution. How do you explain success when you take on a company in financial difficulties and only with the participation and commitment of its employees (the Human being) can it be managed? How does the gift of senior management people applied at Semco achieve ownership and project its benefits in the long term? Again we see the importance of the social factor and the worker's well-being as a synergy that geometrically multiplies what "company" and "businessman" mean. And it is worth not losing sight of the fact that this happens in a Latin American country (obviously with a tradition and culture different from ours,but after all neighbors).
Interesting to see the evolution of Brazil currently with a new government and with challenges of great weight, as well as Argentina, who are betting everything to get out of the crisis, but looking for their own solutions (not those imposed by the IMF or the World Bank). This would demonstrate that if we can have an authentic Administration and that it is not necessary to continue copying without improving, that we could initiate the belief and the praxis in the long term and that our values are universal and valid.
Johnsonville-Saussage (United States)
Ralph Stayer, CD of the Johnson Foods in Wisconsin (USA) made a change in management style, in the sense of giving freedom for their workers to make the decisions, select the staff, with truly surprising results.
I don't want to let go of the importance the United States has in terms of its contributions to worker participation and business management styles. For example, since 1869, this company has applied quality and importance policies to consensus and participatory decision-making, long before Deming spoke of Total Quality. And like this, there are many organizations in the United States that exemplify the treatment and importance that being Human deserves as a key factor in business success. NOT everything is bad… what happens is that it is ignored, it is hidden, it is not disclosed, the volume of the short term weighs more and the profits without much effort.
RECONSTRUCTORA COMERCIAL (Colombia - Pedro Osorio)
Colombian company, based in the city of Medellín, dedicated to metallurgy (reconstruction of parts), who inherited the company from his father-in-law and, together with his wife, manages it, with a particular style that has the following characteristics: No to excessive accumulation of money, employee participation in profits, self-control, training; stability, permanent participation of the employee in the processes of the company, insertion of the company with its environment (contributions such as: School, nursery, medical care and recreation programs (all this for the community as a social contribution), relevance of human quality, human and social development, teamwork, first man-social and human development-after profitability, lack of insurance policies for lost profits due to machine breakages,lack of insurance policies (theft, vandalism, driving, etc.), incentive for the worker to think for himself (autonomy), long working hours, omission of professional titles (only employer or Don Pedro), open communication (the administrator you must leave your office), do not believe in failures, profit sharing based on seniority, collaboration, availability and loyalty, there are no supervisors (each one is his own supervisor), there are no incentives for Quality (quality is not negotiated, it is not bought), family and company meetings with everyone's participation, innovation and creativity (design and manufacture of intelligent machines), aid for study of the worker.omission of professional titles (only employer or Don Pedro), open communication (the administrator must leave his office), do not believe in failures, profit sharing based on seniority, collaboration, availability and loyalty, no there are supervisors (each one is their own supervisor), there are no incentives for Quality (quality is not negotiated, it is not bought), family and company meetings with everyone's participation, innovation and creativity (design and manufacture of intelligent machines), study aid to the worker.omission of professional titles (only employer or Don Pedro), open communication (the administrator must leave his office), do not believe in failures, profit sharing based on seniority, collaboration, availability and loyalty, no there are supervisors (each one is their own supervisor), there are no incentives for Quality (quality is not negotiated, it is not bought), family and company meetings with everyone's participation, innovation and creativity (design and manufacture of intelligent machines), study aid to the worker.there are no supervisors (each one is their own supervisor), there are no incentives for Quality (quality is not negotiated, it is not purchased), family and company meetings with everyone's participation, innovation and creativity (design and manufacture of machines smart), study aid to the worker.there are no supervisors (each one is their own supervisor), there are no incentives for Quality (quality is not negotiated, it is not purchased), family and company meetings with everyone's participation, innovation and creativity (design and manufacture of machines smart), study aid to the worker.
The question remains, and where did this come from? It is undoubtedly an exception, it is an oasis in the desert, but very useful. Why is it not used in the faculties of administration as an example of whether we can do "Creole" administration? As in the case of Pedro Osorio's Commercial Reconstructor, there are organizations in all the fields of business activity in our country where important changes take place but which do not receive due attention. Excuse me again to mention the solidarity sector (cooperatives), where we have ample examples of good participatory administration and which are not given publicity or promotion either. Works like those of Dr Ogliastri in various Colombian companies should be publicized with greater emphasis and must be used in universities to find, then,the proper path of its implantation in the rest.
And that of Total Quality?
There is an extensive bibliography on the subject, where the successes of the companies that have adopted this culture imported from Japan are justified, and the training, implementation and obtaining of the "certificates" for the companies are "commercialized", in order to guarantee a level of national and international competitiveness. This makes it necessary to detail the characterization of said culture (philosophy) in order to analyze and compare its impact:
Leadership by commitment, decisions by consensus, teamwork, orientation towards the process and the client, a system in which everyone is involved in the production cycle, control through positive reinforcement, values and vision shared by all, continuous prevention and improvement, willingness to share and make available to all members as much information as possible, rigidity regarding compliance with regulations, preeminence of emotional or rational factors in the decision-making process, degree of structuring of the decision-making process.
Regarding the operational part of the process, Total Quality requires the formation of various types of work teams: 23
A quality steering committee, groups promoting the concept of teamwork, a team of facilitators for the operation of the teams, groups of advisers who provide technical support to the teams, Special teams in charge of specific tasks in the administration of the teams, which can be permanent or temporary.
Much of this philosophy is nourished by the contributions of renowned theorists, among whom we can cite the most important aspects, thus:
Philip B. Crosby
Encourage people to set improvement goals for themselves and their groups, establish a recognition program for those who achieve their quality goal, dedication of all to find out what are the requirements and needs of customers, coverage of all company in quality management, quality education and emphasis on defect prevention, continuous provision of information, education and training to employees about their work, clear policies.
Edwards W. Deming
Raise awareness of the purpose of product and service improvement, eliminate the company from all issues that prevent employees from working effectively in it, remove the barriers that face the line worker with their right to feel pride in their work, institute a vigorous education and retraining program, form a structure in senior management that ensures day by day that the 14 points of the quality plan are met, long-term planning in relation to total quality.
Joseph M. Juran
Senior managers must personally take charge of leading the quality revolution, ensure that each employee is in a state of self-control, transfer control responsibility to the operating forces to hold them accountable for maintaining the process, establish a Quality Council, grant Public recognitions and awards to highlight successes related to quality improvements, provide intensive training to the entire management team in the quality improvement process.
Armand V Feigenbaum
All members of the organization are responsible for the quality of products and services, total quality requires the organization's commitment to provide continuous motivation and training activities, the most important quality improvements come from ideas of staff when carrying out activities process improvements, total quality programs require the commitment of senior management. Each member of the organization must be able to control his own process and be fully responsible for quality.
Kaoru Ishikawa
Quality control begins and ends with training, quality control reveals the best of each employee, when falsehood is put into practice it disappears from the company, quality control is the responsibility of all workers and divisions of the company, quality control is a group activity that cannot be carried out by isolated individuals, it implies teamwork, it will be successful if all members cooperate.
Shigeru Mizuno
Quality training programs to educate employees about the importance of quality.
John S Ockland
Senior management leadership and long-term commitment to the total quality program are key to its success, encouraging employee participation in decision-making (empowerment), training staff to understand the relationship concept internal customer-supplier, constantly train, assign a director to the total quality program, make the cultural change through teamwork for quality improvement.
Thomas peters
Successful companies work with people, treating them as adults, as partners, and with respect, the work in project teams must have as characteristics: absolute trust among the members, allow the development of talent, have a different duration.
Shigeo Shingo
Recognition that workers or employees are human beings and as such, sometimes forget things.
Genishi Taguchi
Continuous process improvement is closely related to reducing variability with respect to the target value.
In summary, the total quality includes the following categories:
Senior management commitment-leadership, quality improvement teams, quality measurement, problem correction, quality committee, education and training, improvement goals, defect prevention, rewards and recognition, quality program procedures, growth with economic profitability, consumer needs, strategic planning, quality culture, total systems approach, information and communication, quality policies, consistency and planning for competitiveness, supervision methods, interaction between departments, process planning, supplier control, quality system audits, product design, mission and vision, process control. Finally, the thought of the selected authors proposes:
Organizations have a greater probability of success and of remaining in the market, if: 1) they develop a culture of continuous improvement, by integrating the concepts of total quality into their management system to plan, control and improve their operation, 2) periodically analyze compliance with the expectations of stakeholders and influence related to the company to define and deploy quality policies on the operation through the strategic planning process, and 3) use techniques such as business process reengineering to make radical changes in the organization, and benchmarking for market and competition analysis.
Conclusions
As Peter F Drucker rightly says: The organization above all, is a social entity.
Their goal therefore has to be that people's strengths are effective and their weaknesses irrelevant. In fact, it is the only thing that can be achieved through organizations, the only reason that organizations exist and why they need to exist. Increasingly, organizations are designed in different ways, with different goals, types of work, people and cultures. The organization is not a simple tool, it is a manifestation of values that reflect the personality of a company, of an administrative body that defines, and at the same time is defined by the results of a specific activity.
Today's company is being affected by technological innovations, by changes in family and work life, by demographic changes and in social values and habits, as well as by increasing competition, the result of the globalization of economic relations. New activities arise and others disappear, organizational structures are reconfigured into new forms of virtual, fractal or variable geometry type, new professional profiles are demanded, which must quickly be recycled to adapt to continuous technological advance, it is required to learn to unlearn, each less "labor" and more "brain" are needed.
The need for a “humanistic” current in business administration is becoming increasingly relevant, giving great prominence to aspects such as motivation, leadership, and participation.
It is then relevant that companies do not necessarily have to be enrolled in certain programs (total quality), trends or profiles (organizational cultures of different countries), but on the contrary, it is MAN in its full magnitude that gives value to the administration.
As we see, it is only required that the aforementioned factors be present in your daily life and that I allow myself to collect from all the work:
Solidarity, mutual support, predominance of the collective over the individual, respect for values, loyalty, savings, fidelity, work, consensus, responsibility, the feeling of belonging, the long term, the spirit of competitiveness, dynamism, the pleasure of work, trust, the right to error, self-criticism, the right to information at all levels (transparency), creativity, open door politics, versatility, health and well-being, patterns that lead by example, cooperation, fair wages, degree of security against disease risks, unemployment, rational working hours, continuous training, concern for people, discipline, humanization of work, decrease in power, equitable distribution of results, full employment, quality of life, respect for the environment,reduction of hierarchy, free expression, minimal supervision, spontaneity, self-organization and self-control, absence of signs of status, excellent working conditions, credibility of the company, abolition of norms-rules, participation, selection of personnel by own workers, stability, teamwork.
A company empowered with such characteristics will be successful regardless of the country or the category of company, because the human being is present in everything and the company is consistent with what it says and does.
It is worth highlighting the characteristics of Total Quality as an imposed program (although its implementation in companies is labeled as "voluntary", where the presence of senior management is necessary for its success, where the commitment is "bought, negotiated (as Pedro Osorio mentions) ”, where the supervisor persists, where there are innumerable hierarchical structures (teams, groups, committees, etc.), to ensure their permanence, the presence of an audit to observe compliance, the use of administrative fashions to complement its operation, etc. It really contrasts with the type of company we talk about and define.
I want not to overlook, a universal model, with its own philosophy and unquestionable values: COOPERATIVISM, with characteristics such as:
Democratic administration (each member one vote), open and voluntary adherence, absence of racial, religious and political discrimination, concern for the economic and social well-being of its associates, permanent education, return of surpluses obtained, social responsibility, an equal distribution of power decision, an organization of democratic participation.
Cooperativism has symbols and rituals such as: the celebration of the International Day of Cooperativism, a Flag, a Hymn, a Logo, as well as Legislation. This does not prevent cooperative companies from nurturing and applying for their benefit the characteristics of the ideal company, since many of them are complementary.
BIBLIOGRAPHY
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INTERNET
- Ricardo Semler and Organizational Culture - Brazil. 1995. From the participation in the company to the company of democratic participation. Spain.Why do most total quality programs fail? Bolivia.http: //www.mercado.com.ar - The concept of Total Quality Management - Argentina.http: //www.ilo.org/public/spanish/region/ampro/cinterfor/temas/cal… Profile of the Quality Coordinating Manager - Spain. A challenge for the Central American businessman: Total Quality. Costa Rica.http: //www.iaf.es/prima/articulo/cap3.htm. E European model of excellence: self-evaluation. Spain.
PROFILE MENTIONED COUNTRIES JAPAN
| Population: | 124,961,000 | (1994). | |
| Surface: | 377,800 | Km 2 | |
| Capital: | Tokyo. | ||
| Coin: | and in. |
Language: Japanese.
The archipelago has some 3,400 islands, of which Hokkaido, Handoikoku and Kyushu are the most important. The relief is mountainous and volcanic, dominated by the so-called Japanese Alps. Since 85% of the soil is rugged and uninhabitable mountains, 40% of the population is concentrated in just 1% of the territory, in the narrow plains of the Pacific coast. There, demographic densities are always higher than 1,000 inhabitants / km 2. The climate is subtropical in the south, temperate in the center and cold in the north. Located at the meeting point of two marine currents - one hot and one cold - the seas of Japan are conducive to fishing, one of the foundations of its economy. Intensive and mechanized agriculture is practiced in the coastal plains and the main crops are rice, soybeans and legumes. The mineral resources it has are limited. Highly industrialized, the country has an immense foreign trade. It exports industrialized products and imports a large quantity of raw materials. Some of the environmental problems are air pollution, mainly in the major urban areas (Tokyo, Osaka, and Yokohama), acid rain, and pollution in many coastal areas. Village: The Japanese are an ethnically and culturally uniform people, originating from migrations of people from the Asian continent. There are small minorities of Korean, Chinese and Ainu origin.
Religion: Buddhism and Shintoism.
Languages: Japanese.
Political parties: The ruling coalition is made up of the Liberal Democratic Party (PLD), the Social Democratic Party of Japan (PSDJ) and the New Sakigake Party. The Japanese Renewal Party, Komeito, has been in opposition since 1994. Other opposition forces: Socialist Party, Communist Party.
Social Organizations: The General Council of Japanese Trade Unions has 4,500,000 members.
State Name: Nihon
Capital: Tokio (Tokyo), 8,006,386 hab. (1991).
Other cities: Yokohama, 3,210,607 hab.; Osaka, 2,512,386 hab.; Nagoya, 2,097,765 inhabitants; Kyoto, 1,401,171 hab. (1991).
Government: Emperor Akihito has been the head of state since 1989, although his official enthronement was held only on November 12, 1990. Ryutaro Hashimoto, prime minister and head of government, since January 1996. Parliamentary constitutional monarchy. The Kokkai (parliament) is bicameral: House of Representatives, with 512 members; House of Councilors, with 252 members, elected by direct vote, every 4 and 6 years, respectively.
National holiday: February 11, 1889.
Armed forces: 239,500, including 8,000 women.
Paramilitaries: 12,000 (coastguards reporting to the Ministry of Transportation; non-combatants).
SOUTH KOREA
Population: 44,453,000 (1994). Surface: 99.020 Km 2
Capital: Seoul.
Currency: won.
Language: Korean.
People: North and South Koreans have common ethnic origin and background. There are no distinct ethnic minorities.
Religion: Buddhism, Confucianism (which is more a moral code than a religion), Chondokio and Christianity are practiced.
Language: Korean (official).
Political parties: Liberal Democratic Party (PDL) in power. Democratic Party (PD), of opposition. National Unification Party (PUN), opposition. United People's Party (PP), or Minjung Party, the only option on the left.
Social Organizations: The law requires all union organizations to affiliate with the pro-government Federation of Korean Trade Unions. The Korean Alliance of Authentic Trade Unions (Chonnohyop), created in 1990, groups some 600 unions and has 190,000 members, according to the organization's own figures.
Official name: Namtschosson.
Administrative division: 9 provinces.
Capital: Seoul (Soul), 10,628,000 inhabitants. (1990).
Other cities: They put 3,798,000 inhabitants; Taegu, 2,229,000 inhabitants. (1990)
Government: Kim Young-Sam, President, elected in February 1993. Koh Kun, Prime Minister, appointed in March 1997. Legislative, unicameral: National Assembly, with 209 members, elected every 4 years.
National holiday: August 15, Liberation Day (1945) Armed forces: 633,000 troops (1993).
Paramilitaries: 3,500,000 (Civil Defense Corps); 4,500 (Coast Guard).
GERMANY
| Population: | 81,516,000 | (1994). | |
| Surface: | 356,755 | Km2 | |
| Capital: | Berlin | ||
| Coin: | frames. |
Language: German.
The environment
The north of the country is a vast plain. The Baltic Sea coastline is rugged, with narrow and deep gulfs. The center is made up of a set of ancient mountains, plateaus and sedimentary basins: among the ancient massifs, those of the Black Forest and Renan Slate stand out. The southern region begins in the Danube Valley and is made up of plateaus (Bavarian Plateau), limited on the southern border by the Bavarian Alps. The Ruhr and Ems river basins contain important deposits of coal and lignite, which were the basis of industrial development. Heavy industry is concentrated in the Ruhr Valley, Middle Rhine, and Lower Saxony. In the former German Democratic Republic, the south is rich in deposits of coal, lignite, lead, tin, silver and uranium. There is concentrated the chemical, electrochemical industry,metallurgical and iron and steel. This region has been devastated by air pollution from coal-based energy sources used in industry. Sulfur dioxide emission in eastern Germany is about fifteen times higher than emissions in the west. These toxic emissions contribute to the problem of acid rain. The raw waters of industrial effluents mixed with heavy metals and toxic chemicals have devastated rivers mainly in eastern Germany. Many of these elements are dumped into the highly polluted Baltic Sea.Sulfur dioxide emission in eastern Germany is about fifteen times higher than emissions in the west. These toxic emissions contribute to the problem of acid rain. The raw waters of industrial effluents mixed with heavy metals and toxic chemicals have devastated rivers mainly in eastern Germany. Many of these elements are dumped into the highly polluted Baltic Sea.Sulfur dioxide emission in eastern Germany is about fifteen times higher than emissions in the west. These toxic emissions contribute to the problem of acid rain. The raw waters of industrial effluents mixed with heavy metals and toxic chemicals have devastated rivers mainly in eastern Germany. Many of these elements are dumped into the highly polluted Baltic Sea.
People: Germanic 91.2%, Turks 2.5%, former Yugoslavs 1%, Italians 0.7%, Greeks 0.4%, Bosnians 0.4% and others 3.3% (1995).
Religion: Christian; with a Protestant majority (30 million), especially in the north and east; Catholics, majority in the western part before reunification, are about 27 million. Jewish and Muslim minorities. Language: German (official) and local dialects.
Political parties: Christian Democratic Union (CDU) and Christian Social Union (CSU); Liberal Party (FDP); Social Democratic Party (SPD); ecologists: Green Party ("Die Grünen") of the former RFA and Alliance-90 of the former GDR; Democratic Socialism Party, former PSUA; the Republicans (REP).
Social Organizations: The powerful Federation of Workers (DGB), with seven and a half million affiliates in West Germany, is linked to the Social Democratic Party. The Free Trade Union Confederation, which had nine million members in East Germany, self-dissolved in May 1990.
Official name: Bundesrepublik Deutschland.
Administrative division: The German Federal Republic is a federal parliamentary state composed of 16 Länder (federated states), since October 3, 1990. Eleven Länder formed the former West Germany (Schleswig-Holstein, Hamburg, Bremen, Niedersachsen, Nordrhein-Westfalen, Hessen, Rheinland-Pfalz, Saarland, BadenWürttemberg, Bayern and Berlin), while the hitherto German Democratic Republic was divided into five Länder (Mecklenburg, Brandenburg, Sachsen-Anhalt, Sachsen and Thüringen).
Capital: Berlin (3,471,000 inhabitants in 1995).
Other cities: Hamburg, 1,707,901 hab.; München (Munich), 1,244,676 hab.; Koeln (Cologne), 963,817 inhabitants; Frankfurt / M., 652,412 hab.; Leipzig, 481,112 hab.; Dresden, 500,000 inhabitants; Bonn, 290,000 inh. (nineteen ninety five).
Government: Roman Herzog, President, elected on May 23, 1994; Helmut Kohl, Prime Minister (Chancellor), since March 6, 1983. In June 1991, Parliament decided to transfer the seat of the Federal Government and the Chamber of Deputies to Berlin (capital of the unified Germany since October 1990), while the Lander Chamber will continue in Bonn. However, it is estimated that it will take at least a decade for the government and parliament to function normally in the new German capital.
Armed forces: 338,000
Paramilitaries: 28,000 (Federal Border Guard).
SWEDEN
| Population: | 8,781,000 (1994). | |
| Surface: | 449,964Km 2. | |
| Capital: | Stockholm. | |
| Currency: | crown. |
Language: Swedish.
The environment
It is located in the eastern part of the Scandinavian peninsula. The north is a forest-covered area, where iron is mined and paper mills are located. The central region, with plateaus and fertile plains, is the country's main industrial area (metallurgical). The south is an agricultural region: wheat, potatoes, sugar beets and cattle are the main activities. It is the most densely populated area in the country. The coastal areas of the North and Baltic Seas suffer from high levels of pollution.
Town: The population is of Germanic origin; Finnish and Sami minorities; European and Latin American immigrants.
Religion: Lutheran (89% of the population); Catholic and Jewish minorities.
Languages: Swedish (official); Finnish and Lapp.
Political parties: Social Democratic Labor Party, center-left; Center Party; Moderate, conservative party; Green party; Liberal Party, right; Communist Party; Christian Democratic Party, center-right; New Democracy.
Social organizations: Confederation of Swedish Trade Unions: 2 million members and 24 member unions. Independent organizations: Confederation of Professional Associations and Central Organization of Employees. Approx. 150,000 foreign workers (100,000 Finns).
Official name: Konungariket Sverige.
Administrative division: 24 provinces .
Capital: Stockholm (Stockholm), 704,000 inhabitants. (nineteen ninety five).
Other cities: Gothenburg (Göteborg) 444,553 hab.; Malmö, 242,706 inhab.; Uppsala, 181,191 hab. (nineteen ninety five).
Government: Hereditary constitutional monarchy. Sovereign: Carlos XVI Gustavo, since September 15, 1973. Göran Persson, Prime Minister, since 1996. The unicameral Parliament (Riksdag) has 349 members and is renewed every three years.
National holiday: June 6 (Flag Day).
Armed forces: 64,000 (incl. 36,600 conscripts) (1994).
Paramilitaries: Coast Guard: 600 (1993).
COLOMBIA
| Population: | 36,330,000 | (1994). | |||||||||||
| Surface: | 1,138,910 | Km 2 | |||||||||||
| Capital | : | Santa | Faith | of | Bogotá. | ||||||||
| Coin: | weight. | ||||||||||||
Language: Spanish.
The environment
The Andes Cordillera runs through the country from north to south divided into three branches: the Cordillera Occidental -proxima to the Pacific- the Central and the Oriental, separated by the wide valleys of Cauca and Magdalena. To the north of the Andes the marshy delta of Magdalena opens; to the west, the Pacific plain, and to the east are plains of forests and savannahs that descend towards the Orinoco and the Amazon. A great climatic variety results from this configuration: from the frozen lands of the Andean peaks to the tropical climate of the Amazon. The population is concentrated in the temperate Andean region. Coffee is the main legal export product, probably surpassed by the illegal sale of cocaine paste, processed from coca leaves harvested in Peru and Bolivia. The Colombian subsoil contains oil, coal,gold, platinum, silver and emeralds. Intensive farming and mining have contributed to the impoverishment of the soil. Deforestation is important. Two thirds of the bird species are in danger of extinction.
People: Colombians originate from the racial and cultural mix of three sources: indigenous, African and European.
Religion: Catholic, official, to which 96% of the population belongs; there is freedom of worship.
Languages: Spanish (official).
Political parties: Liberal Party (PL); Conservative Social Party (PSC); New Democratic Force (NFD), by Andrés Pastrana, of conservative origin; Democratic Alliance M19 (ADM-19); National Salvation Movement (MSN), spun off from the PSC, Unión Patriótica, formed by the FARC.
Social organizations: There are four union centers; Confederation of Workers of Colombia, Trade Union Confederation of Workers of Colombia, Union of Workers of Colombia and General Confederation of Labor. In 1986 the Central Unitaria de Trabajadores de Colombia (CUT) was formed, which groups 80% of the country's unionized employees. Tolima Regional Indigenous Council (CRIT).
Official name: Republic of Colombia.
Administrative division: 32 departments and the capital district.
Capital: Santa Fe de Bogotá, DC (since July 1991) 5,237,600 hab. in 1990.
Other cities: Medellín, 1,664,000 inhabitants; Cali, 1,718,000 inhabitants; Barranquilla, 1,064,000 inhabitants. (1990); Cartagena, 745,000 inhab. (1985).
Government: Alvaro Uribe, current president.
National holiday: July 20, Independence Day (1810).
Armed forces: 140,000 troops (40,400 conscripts). (1993).
Paramilitaries: National Police Force, with 85,000 members. Coast Guard: 1,500 troops. (1993).
Futura Foundation, Quality Multipliers Training Program, Bucaramanga 1995, Module 2
Fundación Futura, op.cit., Module II, p.2
Schein, Edgar H. Organizational Culture and Leadership (San Francisco: Jossey-Bass, 1985), p. 168
Cantú, Delgado Humberto. Development of a Culture of Quality - Editorial McGraw-Hill, México, 1997, p.85
Quality in Health Services -
Macías García, Raúl. Beyond those who "say they have" Total Quality- Advanced Institute for
Total Quality, Mexico City, 1998, p.35
Today's topic of tomorrow
López G Francisco. Education in Administration and Administrative Fashions in Colombia - Magazine of the EAFIT University- Medellín - 1998 - p.81
Jackson Mike C. Beyond Administrative Fashions: Systemic Thinking for Administrators.
Ibidem, p.57-86
Omar Aktouf - The Administration: Between Tradition and Renovation - Graphic Arts of the Valley - 2001-Cali, Chapter 9
Ibidem, chapter 15
Cascades Inc.
Semler Ricardo - On how an unorthodox company produces money avoiding decisions, rules and executive authority- Module I-Development and Organizational Culture - Dr Alvaro Zapata 18 Ibidem, chapter 15
Ibidem, chapter 15
See also, Ivancevich John M, Lorenzi Peter, Skinner Steven J - Quality and Competitiveness Management - McGraw-Hill –Irwin - 1997- Spain- p.487
Arizmendi Darío - Colombian TV Interview - 1993
Cantú Delgado, Humberto. Development of a Culture of Quality - McGraw-Hill - Mexico, 1997, p.105 23 Ibidem - (1997) –p.113
Ibidem - (1997) –p. 35 to 49
Cantú Delgado Humberto - (1997) - p.50
Ibidem - (1997) –p.61
Drucker Peter F. Towards a New Organization - The Weather - Wednesday March 26, 2003, Page 1-12
Vargas Sánchez Alfonso - From Participation in the company to the Company of democratic participation.
García Gutiérrez F Carlos. The social economy or the economy of participation companies (cooperative and labor companies) –Editorial Alfa-Centauro, 1991, pp 195-216
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