Change management and resistance to change in a trading company in Cuba

An exhibition is held that confirms how change should become a tool for human development, learning and a revolution in thought, which should be recognized by business managers responsible for developing the infrastructure to implement and promote it from within companies, with particular emphasis on knowledge management, innovation, technology, communication, and human capital. In a general sense, some of the main and most manifest reactions to change in companies are exposed, not the only ones, emphasizing the need to perceive and identify them as an important aspect to guarantee their proper management and certain analytical tools are provided, selected among the various reported in the literature,They can help to identify individual and company-level response patterns in the midst of this process, the purpose of which is to provide a common language that facilitates communication and analysis across and within many business systems, the application of which will help to ensure that The task force tries to reach some conclusion on the topics being addressed, to explore new problems and develop some deeper meaning among the members, to structure their perceptions of how the company is responding to change, always in an attempt to achieve convergent thinking. Such an approach has been structured in fourthe purpose of which is to provide a common language that facilitates communication and analysis throughout and within many business systems, the application of which will help the team to try to reach some conclusion on the topics being addressed, to explore new problems and develop some deeper meaning among members to structure their perceptions of how the company is responding to change, always in an attempt to achieve convergent thinking. Such an approach has been structured in fourthe purpose of which is to provide a common language that facilitates communication and analysis throughout and within many business systems, the application of which will help the team to try to reach some conclusion on the topics being addressed, to explore new problems and develop some deeper meaning among members to structure their perceptions of how the company is responding to change, always in an attempt to achieve convergent thinking. Such an approach has been structured in fourto structure their perceptions of how the company is responding to change, always in an attempt to achieve convergent thinking. Such an approach has been structured in fourto structure their perceptions of how the company is responding to change, always in an attempt to achieve convergent thinking. Such an approach has been structured in fourdimensions and these have four associated statements that will facilitate estimating people's perception regarding attitudes, behavior and reactions to change at the time the tool was applied.

change-management-and-resistance-to-change-in-a-trading-company-of-cuba

INTRODUCTION

The Cuban business environment is subject to a series of rapid and profound changes that, inevitably, are leading to a profound transformation of processes, strategies and organizational structures in society and in companies. Certainly, the business context is immersed in a deep process of change and restructuring, especially due to the appearance and diffusion that is continuously taking place in new forms of business management. This constitutes a process to which companies cannot remain unaware, and must try to incorporate and properly manage all those instruments and mechanisms that allow them to offer greater added value as a result of their own process of change.

Consequently, it is of paramount importance to advance in this broad process of managing changes in the business context, as the country's top leaders have explicitly expressed in terms of the development and updating of the business system. Change must become a tool for human development, learning and a revolution in thought, due to the opportunities it offers not only to society, but to individuals, organizations and communities in the development of their full potential, in promoting their sustainable development and improving their quality of life.

Its creative, intensive and inclusive interpretation and application will contribute favorably to the solution of fundamental problems related to people, society, companies and their economic, social and cultural challenges, which must be at the center of the attention of any company. It is true that the implementation of changes imposes new challenges and challenges, but it is necessary to face and overcome such challenges and challenges, and also to study, select and employ the most modern methods of change management.

It is recognized that the appropriation and use of the most modern theories and tools of change management have motivated important modifications in all aspects of business dynamics, transforming not only the way in which companies carry out their productive activities, but also the creation of new sectors of economic activity and employment. In the same way, its implementation in practice has modified certain concepts and actions, and motivated the emergence of new forms in the cultural construction generated from the company itself.

As a result consistent with this process of change, in the company Comercializadora Escambray it has become a common practice to use a systemic approach and systematic nature at specified intervals in the procedures that govern the operation of the organization of Checklists, used as reference documents in internal audits and as part of internal control, also useful for the practical implementation of the concept of self-evaluation, as well as various survey systems in order to assess the operational status of the different management systems and ensure their continuous improvement. These tools, in turn, are conceived as "living" elements,They are systematically updated and improved depending on the changes and transformations of the environment and the different scenarios that consequently appear. Also, based on the suggestions and criteria arising from the practical experience of the evaluators and the different audiences to whom the aforementioned tools are applied.

Thus, the Checklists can be mentioned to evaluate the operation of the Quality Management System taking ISO 9001: 2008 as the Reference Standard; Environmental Management (ISO 14001: 2004); Human Capital (ISO 18000; NC- 3000-3002); Internal Control (Resolution 60/11, of the General Comptroller of the Republic of Cuba), and others such as that associated with the activity of Logistics; the survey system to assess organizational climate, communication, promotion and advertising; internal and external customer satisfaction; Organizational development; Science, Innovation and Technology; Computer Management and others. In addition, the European and Ibero-American Models of Excellence have been used as self-assessment tools.

In all cases, it has been tried that the referred tools are objective, appropriate to the activity to be evaluated and that they guarantee the traceability and evaluation of the processes involved and their interaction, trying to use them adequately and sufficiently, which motivates constant changes. and modifications in order to update them to the always new conditions, avoiding that they have a superficial nature, with the intention that they be complete, and provide sufficient information to characterize and evaluate the specific activity or task, so as to facilitate carrying out comprehensive analyzes that include the possibility of evaluating the interrelation between the different processes of the organization.It tries not only to get the participation of the public and interested parties but also to get them involved in the management of the company.

However, until now, there was no tool available in the organization to assess the behavior of the company and its reaction to transitions, how people are feeling, how the company learns throughout this process, and the type of leadership required to manage change. Such a proposal, in the first instance, constitutes the fundamental objective of this work, which together with the conviction of the top management of the company to turn it into an organization that Learns to Learn, needs to generate a culture that allows it to resist one-dimensional analysis and individual prescriptive responses, generating positive synergy through coordinated effort and the precision of individual and collective responsibilities.

Similarly, it is the author's claim that the work contributes, however difficult it may seem, to the understanding that retaining individual analysis in problem solving while taking enough time to allow them to be ventilated collectively, is the essence of leadership in a learning company. This process can be complex and frightening for executives educated in individual responsibility and external evaluation, but necessary if business learning is to take place. The group learns when they have all the information about the problem at their disposal, not just the opinion established as correct in any preliminary assessment. Indeed, competition is needed to allow opposing opinion to emerge and, at the same time, to draw out objections,reasonable and irrational alike. In this sense, it is appropriate to remember that a basic principle of systems theory is that heterogeneity produces energy while homogeneity leads to entropy.

Consequently, in the current Cuban business practice it is necessary to use an open approach to change and as a necessary priority, business managers must recognize the importance of developing the essential infrastructure to implement and promote this from within companies, with particular emphasis in the management of knowledge, innovation, technology and communication, to which the country's top management grants a preferential place as a condition for the full exercise of criticism and the participation of workers in the development of their companies and as the main tools of change management.

It is clarified that, in the elaboration of the work, no particular patterns of action have been taken, nor is reference made to any specific institution. The situations and actions discussed may or may not arise at certain times and circumstances and in one or other companies, regardless of their specific corporate purpose or activity. Detecting and recognizing its possible emergence will positively contribute to its proper management and prevent its proliferation, which should be seen as an obligation of the management team of any company. Denying or ignoring their possible existence or emergence will never be positive, rather it will be a brake on development and the achievement of the planned objectives, such as the emergence of internal rivalries,cultural assumption that is based on the old ethic of antagonisms and whose defects are too many to guarantee that it works under the current concepts of coexistence and business requirements.

I am hopeful that I will not approach the job less than necessary or more than is prudent, depending on the objective set for it.

Brief description of the Escambray Marketing Company

Comercializadora Escambray constitutes the commercialization channel of the Ministry of Construction (MICONS) of materials, equipment and tools for construction and others, contributing to the country's investment process marketing on integral service parameters, which represents an element of balance in delivery times for investments and construction maintenance in the country. Figure 1 shows the interesting and competitive distribution throughout the Cuban national territory.

It is a company in Business Improvement that has a Quality Management System Certified by the National Office for Standardization of the Republic of Cuba, a Communication Management System, Environmental Management, Human Capital Management, Science, Innovation and Technology and Resolution 60/11 of the Office of the Comptroller General of the Republic of Cuba is implemented, a vitally important tool for internal control in Cuban companies. Figure 2 summarizes the content of the different operating manuals and own (private) documentation associated with the different processes and management systems of the organization.

More detailed information about the company can be seen in another work by the author, entitled “ICT in management and Business Education. A perspective for Comercializadora Escambray ”published in:

THE CHANGE

Nothing is simple anymore, nothing is stable in the business world. The business environment changes visibly and does so rapidly and radically, in ways that often leave us perplexed. The current situation of social changes and economic transformations will have an important impact not only on social structures, but also on business structures, at the same time that it brings about these cultural elements and ethical problems that may be unprecedented in many of them and, at the same time, time, difficult to avoid.

The processes of change provoke the appearance of new contradictions, which opens the space to new subjectivities, new aspirations, many of which are very difficult to satisfy, the differences are accentuated and certain individuals are luckier to fulfill their aspirations than others., which reinforces the development of a strong individualism, ambivalent from an ethical point of view since, on the one hand, it favors important initiatives for the survival of companies and the possibility of finding new economic and management solutions, but, on the other On the other hand, it provokes a daily struggle of the individual type that concentrates most of the aspirations on personal well-being and the activities that can contribute to it. These are inevitable consequences, although they can obviously be limited.

Now, whatever we do is not enough. What we should get used to is incremental change, which we cannot manage gradually, with careful and slow planning; Yes, careful, but not slow, and in this situation, we have to be able to create and guarantee a broad consensus and controlled execution. Thus, we are forced not only to manage change, but we have to create it, even if it involves big changes and quickly. At these times if we pause to consider matters very calmly, the situation will change before our very eyes, and our careful judgments will no longer apply.

It is important to understand that the old ways of managing no longer work. The complex organizational diagrams and communication systems, the hierarchies, the vertical company, the whole apparatus of command and control administration techniques, order and command, no longer serve us in the current conditions.

Changes are constant and happening with increasing speed. Today's executive cannot wait for the stability of 20 years ago, he has to live forcibly in change. The decisions made today may not work tomorrow, so the resistance of people to change is the great enemy of any company, which is forced to make the changes that are necessary to be competitive and survive, without further guarantee of that more changes are expected in the future to resolve the new competitive situations that arise.

The theme of resistance to change is the great negative force that opposes progress and endangers the future. In summary:

• Competitiveness Continuous changes Resistance to change,

These are three of the elements that endanger the life of any company, and that all management personnel must know, master and work with primary attention.

But these issues are not just for management, they are issues of group conscience that must be faced by the entire working mass. The objective is to become a company of excellence, so we must all unify our efforts for it.

The change may be so profound that it will go beyond the limits of a simple technical question. It will touch not only what our managers do but what they are. Not only their sense of the task and how to approach it, but their sense of themselves. Not only her way of seeing the world but her way of living in the world.

Business managers have the obligation to provide elements, tools, information, through training actions, so that every worker can understand the situation and collaborate to achieve the planned objectives. They have to become leaders, educators, trainers, trainers of their collaborators. It is not enough to point others with the index finger and give directions, instructions, orders. This is not the point during a process of change, although many continue to do so. These, rather, demonstrate not understanding.

Today many leaders and managers think that business is done with numbers (such as the "balance sheet"), or forces (such as "market forces"), or even flesh and blood ("our staff"). But seen coldly, in isolation and without the necessary integration it requires, it could turn into a mistake. First and foremost, business is made up of ideas; ideas, expressed in words and actions. As Fidel expressed on the occasion of a speech delivered in the Magna classroom of the Central University of Venezuela on February 3, 1999 "A revolution can only be the daughter of the culture of ideas." Revolution is change; change is revolution.

In times of organizational change, it is important to keep in mind that only the individual is capable of mastering existing knowledge and technology, of creating new techniques and, in addition, of generating ideas that could revolutionize companies; in short, to properly understand the change.

Undoubtedly, human capital constitutes the fundamental link and agent of this whole process of change. Consequently, the success of companies depends on the way in which their human capital is treated, on how resistance to change is treated and on how to motivate and integrate people in a project that they hope to achieve. Management must create hope, give confidence and motivate, create ideas and put them into practice. You must take advantage of this process as a learning stage, inclusive and not exclusive, as an opportunity to revolutionize thought and literate consciousness. If you don't know how to lead people, there are no companies.

Nowadays, new organizational designs will always be necessary, a new philosophy, another way of managing organizations or configuring them, that integrates people in a dynamic of change as a way of being competitive. People are not, and cannot be, a taxable person for change; They are the instrument of change itself and according to their activities, knowledge, willingness to work as a team, spirit of collaboration, real cooperation, behaviors, beliefs, habits, perceptions and emotions, they will be able to more or less guide companies towards success.

Taking into account the basically technical training of the human capital of many companies, and probably the limited knowledge received during their professional training on how to handle these basic aspects associated with changes and their management, and on how to reorient attitudes and behaviors, the new business model, the new design and the new action of the management is, without a doubt, the human formation (teaching to change attitudes and organizational culture) of base that may have been lacking in that education, but without which it is not possible cooperation that helps develop the competitiveness of companies. This will also influence the formation of business values ​​and how they change with the recognition of people.

During an organizational change process, teamwork is important, eliminating the "private villages"; it is important to share information and knowledge, eliminating "sectarianism" and "secrecy"; it is important to be open, honest, trust and respect others, eliminating manipulation and deception, behaviors that only lead to internal division in the companies themselves; it is necessary to identify what is urgent and what is important, to avoid that everything becomes urgent, which can contribute to turning companies into "emergency rooms", this destroys any strategy and planning; we must ensure that the essence is not diluted, the true meaning of what should be prioritized and done and for which reason it exists as a company;it is necessary to watch tirelessly to achieve more happiness in people and, in this sense, all the effort that is made will always be little; Now, success is based on the contributions and collaboration of the workers, not on their distrust and division. Union is essential, achieving group hegemony.

People can plan, organize, cooperate, influencing their environment and their future. The first person interested in companies continuing to move forward is the worker, who has stopped being a taxable person, who waits to “see what happens”, to become an active subject who discusses, promotes improvements, seeks to save time, costs and quality improvement as a path to survival and development.

Many authors have argued that future organizations will be those that are best prepared to have their human capital, that are most open to change and the assimilation of new technologies, knowledge, and those that have been able to create and develop new ways of positively influencing their lives, thereby improving their perception of life satisfaction, their ability to adapt, their vision and their ability to project themselves from the present to the future, their commitment to all the processes of the organization, their ability to communicate and face teamwork, to interact, to participate and learn from those around them, to apply what is learned for the benefit of the organization, making this a dynamic process, away from formalities and routine and, very especiallyyour ability toget involved, rather than commit, in all the activities that the organization develops, starting from the one that they particularly carry out. Also, to the same extent that they are able to cultivate their relationships with customers and suppliers, fostering in them a sense of loyalty and making them feel like part of the company.

New functions, new attitudes, new values, are a change of culture in companies in the international context and that will take us into the coming years. Whoever does not understand and who does not put these ideas into practice has no future. Success lies in the new training that prepares people for “knowing how to be” as well as for “knowing how”, which manages to involve them in the illusion of achieving the objectives set out from the process of organizational change.

Management and leadership associated with change management

Frequently the concepts of direction and leadership are used as equivalents, when their meanings are really different.

In effect, the management function was called from the beginning of the last century command and consisted of directing the personnel, making the human factor of the company work. Thus conceived, the purpose of the management is to integrate and coordinate the efforts of the members of an organization in order to achieve the proposed objectives, both of the organization and of the people who compose it.

Management is a function that involves all members of an organization endowed with formal authority, this being the characteristic that differentiates leadership from leadership.

The concept of leadership, which presents certain differences with the exercise of formal authority, emerged around the 70s of the last century, precisely as a result of different studies developed within different theoretical approaches to administration .

In this way, the leadership and the person who exercises it, the leader, have been and are the object of innumerable works in which various concepts have been established about what they mean and the different styles of existing leadership.

Organizational leadership should be understood as a particular form of influence through which it is possible for members of an organization to collaborate willingly and enthusiastically in achieving organizational objectives.

Therefore, the leader is a person who can influence the attitudes and opinions of the members of his group, their actions and decisions, without having to be endowed with formal authority, unlike the director, who only You will be able to influence people's actions and decisions thanks to your formal authority.

At present, leadership is spoken of as a synonym for direction since the confluence of the same person with both characteristics (leadership and formal authority) is required, which will motivate their exercise to be more effective. For this reason, it is understandable that we talk about facets or styles of leadership when we really want to talk about leadership or direction and leadership.

Several authors, delving into the concept of leadership, state that whoever exercises it, the leader, must achieve the objectives through his ability to guide, motivate and integrate the members of the work team. In addition, it is argued that the role of managers is to create a culture that:

• Encourage and sustain maximum qualitative and quantitative performances. Stimulate and employ creativity. Encourage enthusiasm for effort, experimentation, innovation and change. Use problem solving as an opportunity to learn. Search and meet new challenges.

In any case, leadership styles in which participation, communication, flexibility, tolerance, respect for opinions, teamwork, creativity and the appropriate treatment of conflicts, form a systemic approach with strategic planning, taking into account the globalization of the system, consensus in decisions, involvement and commitment to objectives, emphasis on human problems, as well as technical ones. In this sense, special attention should be given to recognizing the important role that human capital plays and its proper management in the success of the change process, its motivation, remuneration, compensation, and any other aspects that may be of high human interest.

It is important to be clear that leadership is a shared process, and that the true task of those who are in leadership positions in the processes of change is to promote the transition, combat banality, give freedom to their collaborators, eliminate ALL obstacles that may hinder the performance of your team, cultivate sincerity, friendship, respect, openness, structure the organization to support the effective and efficient application of the Policy and Strategy, manage conflicts, manage and improve processes, inspire innovation, avoid the negative effects of aggressiveness, lack of understanding and thoughtless criticism in your team, discrimination and exclusion, encourage dialogue, cultivate flexibility, tolerance and creativity.The leader has to be able to perceive and foresee small mistakes and small cracks, anticipate changes, mark his space with wisdom and respect.

REACTIONS AND RESISTANCE TO CHANGE

In this section it is my intention to summarize some of the most notable, visible and frequent reactions that can arise during a process of organizational change and that become resistance during its management and, also, some that can contribute favorably to it; As previously stated, no particular action patterns have been taken, nor is any reference made to any specific institution, but rather the international experience on the subject and that of more than 30 years of the author's work in different companies in Cuba. and abroad; Its proper and timely perception and identification, may be not only necessary but even required, by those who have the responsibility to manage the change. Perceiving them and managing them properly will be very favorable for the conduct of the process;not taking them into account can be catastrophic.

With the unconscious desire to cling to life, people want perennial things that last a long time, do not change, do not change, do not change. Continuing the same gives some security, hence some sayings such as "better known bad than good to know", which are limiting, not logical and less realistic. Consequently, in all change management it must be borne in mind that new behaviors, behaviors and actions will always emerge, which must be known and considered by leaders. Thus, opponents, traditionalists, spectators, skeptics, opportunists and, of course, those who support change will emerge; or seen from other theoretical perspectives, overwhelmed, entrenched, boastful, studious; This, it should not be seen as something abnormal but as an element of the process of change,as something natural that must be properly perceived, identified and managed to avoid adverse situations and, in the best of cases, unpleasant ones that would markedly delay the march towards success.

Based on the results of various investigations, organizations and their members resist change. Resistance to change can be a source of functional conflict. For example, resistance to a structural reorganization plan or a change to a product line can stimulate a healthy debate about the merits of the idea and result in a better decision.

Resistance to change has a downside: It hinders adaptation and progress.

Resistance to change does not arise in standardized ways. Resistance can be open, implicit, immediate, or deferred. It is much easier for management to deal with resistance when it is open and immediate. The biggest challenge for management is to deal with implicit or deferred resistance. The efforts of implicit resistance are more subtle: loss of loyalty to the organization, loss of motivation to work, increase in errors, increase in absenteeism due to "illness" and therefore it is more difficult to recognize. Similarly, deferred actions cloud the link between the source of resistance and the reaction to it. A change could produce what appears to be only a minimal reaction the moment it starts, but then resistance emerges weeks, months, or even years later.Or a single change that in itself has little impact becomes the drop that spills the glass.

Reactions to change can build up and then explode into some response that seems totally out of proportion to the action of change that produced it. Resistance, of course, has simply been deferred and built up. What emerges is a response to an accumulation of previous changes.

Resistance to change can manifest itself in different ways and at different levels of analysis, whether individual, group or organizational. In this way it is possible to mention at least eight primary forms of resistance, and the "most visible", I would say, that occur at the aforementioned levels of analysis, they are:

• Confusion: When it is present, it is difficult to visualize the change and its consequences. Immediate criticism: At the simple suggestion of any change, a denial is shown, regardless of the proposal. Denial: There is a refusal to see or accept that things are, can or should be different Hypocrisy: Demonstration of conformity towards change when in reality you are internally in disagreement Sabotage: Actions taken to inhibit or kill change Easy agreement: There is an agreement without too much resistance on the change although there is no commitment in said agreement. Deviation or distraction: The change itself is avoided, thinking that perhaps in this way it will be forgotten. Silence: It causes often considerable resistance at first.This occurs when it is a matter of modifying certain daily habits (of a time or food order, for example), or of promoting new methods of work or organization. The transition always turns out to be difficult.

Going into greater complexities, one of the first negative manifestations that can be perceived during a process of change is how people in the organization tend to develop close ties with each other. In many occasions these ties have nothing to do with the purpose of joining efforts in the direction of the improvement that is proposed to achieve, but will only be personal ties, based on interests of a moment, whether they are business, personal, commercial, financial, economic, careerists; in short, interests not socially legitimized. They will have nothing to do with the work environment itself, only with one's own protection in an atmosphere of total distrust, even when trying to show the contrary, and in a suspicious and very uncomfortable climate.

In these circumstances, a kind of theft of ideas will begin to be created, and the thieves will get promotions for something that they have not really done, beginning to generate among the workers a feeling of injustice on the part of the administration, which, true or not, will attack his image and against the trust that is placed in it. It is important to keep in mind that trust transcends and affects or harms us beyond what is generally spoken or visualized.

Consequently, new ideas do not flourish, the will to change, to innovate, to give optimum performance. This environment will motivate the so-called social virtues to be affected and significantly modified, if not for surreptitious purposes, which have nothing to do with the objectives of the companies, much less with those of their best human capital. This typical situation begins to generate a kind of "circles of action between friends", which can be synthesized in something like "only my friends are to be trusted", the good and disinterested actions associated with improvement of the organization, the desire to participate, the preparation of people. They are other interests, often not manifested, although perceived by many,those who begin to move and proliferate in organizations.

The behaviors described above are generators of certain internal rivalries, both departmental and personal, in which organizations cannot afford to waste their energy and resources; Thus, gossip, intrigue, ill-intentioned comments, censorship, attitudes, and behaviors begin to generate disagreements, misgivings, mistrust, division; in short, a whole series of uncomfortable situations that do not allow us to work or concentrate on fundamental activities. Competing for customers, managing change, achieving continuous improvement of business activity already requires sufficient competition, and of all the persistence, intelligence,the coordinated and directed effort of the organizations and the people who belong to it based on the achievement of the objectives that have been set during a process of change. I would like to illustrate how to manage similar actions based on a reasoning expressed by José Martí and which I quote briefly below.

During a process of change, occasionally, although more frequently than desired or dictated by good reason and ethical and social standards of behavior, professional preparation and qualification can become a “problem”. People are not treated with the respect they deserve based on their qualification and even possibilities of contributing to the objectives set in the process of change, and although the verb recognizes their value and even the personal prestige derived from it The actions do little to demonstrate their respect for the verb. In short, the verb and the action go in opposite angular directions of 180 ⁰.

In the same way, during this process attitudes begin to proliferate in which some tend to recruit others to get on their ship, and stand in the way of those who try to make or support the planned and necessary individual and business changes, with no other intention or true interest than to contribute to the achievement of the positive objectives that have been foreseen during the process of change. While others, although they have the capacity to learn and change, show serious difficulties and reservations to do so, facing change with withdrawal and evasion, and although they work hard they do so attached to the old ways that are often counterproductive to solve problems. They often see themselves in constant danger of being replaced.

As a child I learned from the elders that some animals are characterized by executing certain physiological actions to mark their space, something that was really curious to me. However, the biggest surprises came later, when as a professional I learned that a typical reaction of people during a process of change is also to mark their space; Fortunately, not through the same physiological actions of animals. In people there is a latent need, manifest or not, to demonstrate power.

Another way to demonstrate power, certainly very ineffective and damaging, is to ignore the existence and importance of middle managers, or worse still, certain middle managers, selected not just at random and, with it, the adequate delegation of authority. Those who act in this way mistakenly believe that they have more power; they forget, that shared power is really more power. These manifestations of power can be expressed in infinite forms and ways; however, among the most typical due to their repetition, the following could be mentioned: inconsistent decision-making, even when they could and should have been consulted; assume roles and responsibilities that correspond to others, in many cases very well selected by the levels of performance and representation associated with them,and even for the possible benefits that these could derive.

The international literature, recognizing and commenting on the existence of this type of action in which middle managers are ignored, associates it fundamentally with the following reasons: selfishness, pride and mistrust, economic interest, vision of collaborators as rivals. This is one of the most serious errors of management and one of the most complex sources of personal conflict generation even within the management team itself.

Similarly, the emergence and development of a kind of “reunionism” syndrome may begin to proliferate in organizations and, if possible, choose days and times that may be uncomfortable and uncomfortable for some of the participants. In these cases, it is noticeable how phrases such as: "if I can like…… will not be able to proliferate", "if I am the boss and I come who can refuse"; and, on the other hand: "so many days and times with the possibility of holding this meeting and this is chosen"; "Who was consulted to make such a decision"; "They informed me, they did not consult me", distinguishing very well the difference between informing and consulting. Many other examples could be mentioned, but it would make the work very extensive.

Everything associated with meetings in general, and also during a period of transitions in companies, has been a topic of high interest for academics and researchers in the international context (See figure 3). On the other hand, it has been shown how interesting actors appear in these that when faced with an assessment of a situation, exposition of criteria, points of view or any reasoning arising during them, they constantly monitor the development of the meeting with the aim of interpreting and specifying "Where the balance is moving" before expressing, if they finally express it, their own views. Frequently, if they are expressed, they do so in accordance with the criteria that most tip the scales, and when they are not expressed, their actions will always be a classic support for the prevailing criteria.

These people not only observe the movement of the balance but also move with it, "ride" on it and change their criteria, points of view and actions according to their movement. In truth, these people are very unreliable, they do not have their own criteria, they act like weather vanes, they are opportunistic classics who are always looking for a “favorable position” for them in the new circumstances generated by the change. Be careful, they will always be on the side that best suits them and not precisely on the side of duty, they do not know, and if they know they do not value it, that being on the side of duty is always very comforting and, also, occasionally very expensive.

Now, I dare to summarize two ideas that impress me can be of great interest to business managers with the aim of improving teamwork during the development of a meeting and, why not, to be able to lead and manage them better, especially during an organizational change process. These are summarized in figure 4.

Another situation that can arise and proliferate during a process of change in organizations, and that must be detected in time, is when one begins to "reward" those who "work the longest hours", or who can simulate that they work the most; typical attitude during these processes, simulators work. This, without realizing it, begins to generate a feeling of injustice since those who work best, that their work has a higher quality, who adjust with disinterest to the objectives of that moment in the organization, begin to move to "invisible" planes, although in truth, they are invisible, almost always visible to the majority. Under these circumstances a kind of cult of mediocrity begins to flourish. People see it, feel it, appreciate it,regardless of the fineness with which the fabric is made and the lace is prepared. Rejecting it can become a big problem; accepting it is, in truth, the biggest problem; living it is frustrating.

This causes the quality of work to pass to a secondary level, a feeling of simulation begins to emerge through constant attempts to demonstrate that you are very busy, that what is important is not what you do and how you do it, but for who is done. This dents and destroys good interpersonal relationships and, also, the possibility of achieving favorable results from the beautiful and always useful action of working, through which the individual realizes, grows, develops and exceeds himself..

All these erroneous and even criticizable actions create a work environment in which division and exclusion prevail, even within the management team itself and extended to the rest of the workers, who, intentionally or unintentionally, are unfavorable to achieve Better individual returns and, even less, the best results available to companies.

Figure 4. Two suggestions for improving Teamwork and conducting work meetings.

In the current context of the Cuban business environment, it is important to detect the possible emergence of these manifestations, fight them where they appear and prevent such undesirable actions from proliferating. In this sense, the enormous efforts made by the country's top management to train business managers in the most modern management techniques, all of which emphatically deny that the styles mentioned heretofore and those that most Later they will continue commenting, they work properly.

Personally, I prefer to think that those who are generators or participants in such actions do so due to ignorance of the aforementioned techniques or due to negative influences from those who do not know them, but never knowing them and having received adequate and timely training in this regard, such as a denial. to science in these built-in techniques.

Another action that tends to emerge, and unfortunately can proliferate during a process of change is manipulation, a kind of soulmate that transits almost always hand in hand with deceit and lies.

In some situations, managers use the resource of covertly trying to influence others. Manipulation can involve the selective use of information and the deliberate structuring of certain facts. One of its most common forms is cooptation, which occurs when an individual is given an important role in the design or implementation of change. In the case of a group, giving one of its leaders, or someone that the group respects, a relevant, key role in the design or implementation of the change. This is not really a form of participation, because those who are introducing change do not want advice, but simply their support.

While this may be a relatively inexpensive and seemingly easy way to gain the support of an individual or group under certain circumstances, it does have its dangerous downsides, since if people feel like they are cheating on you to resist, they will which happens with a high frequency, or that they are not treating it equitably, or that they are lying to it, it can react negatively, which can cause other problems, if the co-opts manage to influence the design and implementation of changes that do not coincide with the best interests of the organization.

In my view, manipulation is one of the most negative, harmful actions within a company, since it naturally triggers feelings of rejection, suspicion, mistrust, uneasiness, discouragement, insecurity, rivalries, contradictions, conflicts, which have repercussions. in the individual's job performance, in their ability to tackle tasks and meet objectives, in their job performance and in interpersonal relationships, in personal and work values, and with a very negative impact on the company, and even in the society.

The manipulator considers himself a very intelligent, shrewd and capable person, when in reality, nothing is more alien to him, since his blindness and self-pleasure in his performance, makes him forget that the human being is endowed with certain faculties natural that allows you to immediately guess when someone tries to manipulate it, "use it", regardless of even their intellectual level, does not allow them to recognize the capacity of other people, their sensitivity to discover what they are trying to do, to enter the game, to rise up. on top of the unpleasant situation and to contribute efficiently to the objectives of the company. The manipulator is a harmful entity for any business organization.

Experience shows the emergence of other attitudes that it would be appropriate to detect immediately by leaders and are related to those people who extend themselves and others, showing great comfort with change, which is perceived and admired by many At first, when they actually hide behind their fraudulent performance their inability to learn more relevant and appropriate patterns of behavior, they have no ability or idea of ​​how to learn, and no desire to change. These people push for action and activity without any basis in theory, knowledge, scientific and technological advances or understanding, even convincing their superiors that they are doing significant work, which can cause considerable influence and be very reassuring for a tense boss,very busy and very committed.

Leaders must pay special attention to people who exhibit these behaviors as their excessively optimistic, generally poorly focused, and their ability to provide a quick sense of direction can result in promotions to positions of influence with two disastrous results for companies: It empowers them, so they can steer a company in the opposite direction from the desired one, and it sets aside more analytical and less aggressive leaders.

But the process of change also generates positive attitudes and behaviors in companies and during it there are people who live with a challenging air on the right side of the trails, who have great self-esteem and capacity for change and a high level of comfort with the same, who support him with knowledge and understanding, who deal with problems and mature as people, who fight to keep the company together, who accept the need to take the positive from the old and move forward, who understand the challenge, who They see positive results as others see negative situations, that they do not lose the ability to laugh and use humor consciously, and they enter the level of problem solving without personalizing the issues. These are the most valuable but unfortunately at the same time the most vulnerable.

Managers have to be able to identify people with these attitudes and behaviors, because those are the ones who act as entrepreneurs in the process of change.

Some of the distinctive characteristics of these people can be synthesized in: ability to create opportunities and not wait for them to appear; they have important dreams and propose goals, sometimes not understood by all, and even rejected and held back by many, whether due to ignorance, lack of experience or spiritual blindness, to transform those dreams into realities; they are able to open the range of intelligence, lead sensitivity and expand courage to be able to conquer what they love, admire and need more; they are not afraid to travel unknown paths, even without a compass; they learn to use failures as springboards for great victories; they know how to use losses as starting points for the best triumphs; use weaknesses as food for wisdom;these people believe in life and never despise it; they know how to get up as many times and, one more time, than they can fall, or be knocked down by others; they know how to start again as many times as necessary. They carry and treasure with great care one of the most valuable pearls of thought: destiny is not inevitable, but something that is chosen.

These people exist in all companies, they are the ones who make the differences where they go. They help, they open paths, they conquer, they see what does not appear with the naked eye, they correct errors, they prevent mistakes; They are not infallible or perfect, but they do not regret their failures, but rather appreciate the possibility of continuing to fight standing up; These people have doubts, but they do not fall prey to them, they are sponges that modestly absorb the experiences of others; They can make mistakes many times and, in fact, they make mistakes and make mistakes, but they know that this is the price that must be paid sometimes to achieve great conquests; They know that more serious than making mistakes is to step aside and not try, that's why they motivate people, provide solutions that no one has thought of.They know that whoever gets on the podium without taking risks triumphs without glory.

The reality is that the world is changing, human beings are changing; we are born, we grow, we grow old and we die. Society is changing, laws, norms, relationships between groups. Countries change, the market changes and with it the tastes, preferences and demands. Companies and related organizations must also constantly change, improve again and again, and their managers have to live in change, they have to learn that not only do you work well with graphics and logical data, which certainly it is necessary and important, but they must transmit sensitivity, praise and recognize their collaborators, see beyond the horizon, smile in the midst of chaos, demonstrate with their attitude and example that it is in difficulties that the best possibilities open up.They must always keep in mind that "the only thing that is constant in life is change", this shows movement, this is dialectic, this is revolution, this is the sense of the historical moment. This is the work of every day and not the sublime work of a day.

In these circumstances of change and the complexities that derive from this process, it is important to select a good manager to check his learning capacity, flexibility, creativity, tolerance to change, speed in decisions, ability to accept and integrate new and necessary theoretical and practical knowledge, to work as a team, to be honest, rejecting those candidates who are looking for stable situations, with little risk, occupy a safe place, who want to maintain their “status quo”, who find it difficult to make quick decisions and, what worse, start them up immediately effectively; of course, without falling into the syndrome that everything is action, more action and only action. Anyway,It is important to recognize those who put their personal interests above the social interests they will represent and for whom they must respond, once their responsibilities have been assumed.

A wrong decision in a moment of change can lead to immobility and this is death; A good decision can generate an interesting source of learning and activity, and this is life, that's why any paralyzing attitude, which slows down, delays change or prevents it, is harmful for companies.

When a team manager clings to methods that have worked for him in the past, does not understand or visualize problems, does not apply dialectical concepts in daily practice, only shows confidence in his own insufficient experience, is reluctant to incorporate new knowledge, forms and ways of doing, thus denying the laws of the development and evolution of knowledge, when his lack of strategic vision makes him unable to appreciate what happens or can happen not only in his immediate environment, but more Beyond this, when no information of how the world evolves and is expected to evolve and, consequently, the company it manages, then hinders change and slows down the development of any company. For this reason,during a process of change, not selecting the best prepared for the development of certain functions, positions or responsibilities, but rather who best responds to certain and foreign predefined and often unmanifest interests, is something that is really criticized and even sanctioned by the most legitimate reason and honesty.

Some managers, due to their own difficulties, their fears, their education, their interests, prefer that things remain the same and, although they speak out loud according to the change, in practice they put up barriers, brakes, excuses, so that everything remains the same, they resist change. These resistances can be easily identified when people speak; a “I can't”, a “I don't have time” often contain a “I don't want”; a "there is no one to do it", "this is crazy", "these are theories from other countries", contain a "I am not ready"; in short, a latent incapacity and does not explicitly manifest. They do not make positive contributions to efficient change management. Without a doubt, the leaders who in the crisis see the opportunity for change, learning and improvement go ahead,but those who dig in lead their company to failure.

For all of the above, it is evident that what we cannot do is paralyze, stay the same, accept immobility, settle, since that attitude inevitably leads to the death of a company. In the future market, only those who face day-to-day change, invest in quality, training and development of the company will be present.

HOW TO INSTRUMENT THE CHANGE MANAGEMENT STRATEGY?

This question has different answers. There really are as many responses as there are organizations. However, not all responses produce the desired effect.

However, and in my view, there are certain elements that must always be present in any change strategy, regardless of the type of company, some of which he mentioned: shared leadership, the creation of a revolution in thought, and this it is only achieved with education, training, training, active and conscious participation, dialogue; in short, with the creation of a culture of change.

We believe in the possibilities and potential of companies. The idea, then, is that each company should design its own process, and manage it as such. The external resource is only justifiable at certain times, and the condition is that it be transitory and its scope well analyzed.

It is interesting to keep in mind the scheme of erroneous change management and the characterization of the types of changes, shown in Figure 5, and also that projects should not be repeated or copied. Here only a general scheme is valid, whose condition, like any managerial scheme, must be simplicity. When the matter is approached with structural, organizational complexities, over-formalism, large manuals, chances are that you are embarking on something that will quickly cause fatigue and disillusionment - my personal experience allows me to comment that it normally begins with poetry and ends with bad verses.

THE PROPOSED MODEL FOR THE ANALYSIS OF PATTERNS OF RESPONSES TO CHANGE

Below are certain analytical tools, selected from the various ones reported in the literature, that can help to identify individual and company-level response patterns in the midst of a process of change. The theoretical foundation is based on the theory of factor types R.

Before its presentation, I consider it appropriate to present certain points of view that must be made clear to all who apply it, and also, why not, as a sign of respect for specialists and professionals on these issues.

This proposal does not constitute a psychometric instrument. It is important to test its validity and reliability in a strictly scientific sense, which is also intended to be based on the results derived from its practical application. The author has previously applied them in other companies, adapted in all cases to their particular conditions, without having been refuted for their validity and reliability, but now we intend something more, to scientifically validate from these new applications. the proposed tool.

Regarding the individual responses and at this first moment, they are not intended to serve as psychometric-proven feedback instruments, which has been said, it is intended to be tested with the participation of professionals and experts on the subject.

Interpreting the results derived from the application of the tool is not a license to classify or stereotype. This would be a huge mistake. It is only an explanation, it is never an excuse, and like any possible model to be used among the diverse and magnificent publications, it is only a tool to facilitate communication and understanding; it is an abstraction, not a reality, and like all tools it is a means and not an end in itself. Objectively, real life is much more complex and diverse than the very confines of any theory or model, although one of the main advantages of these is that they create a language that provides a common frame of reference to better address the complexity of that reality.. We all have our mental models from which we act,This can lead to the existence of as many models as there are people working in a company, therefore the common language will help facilitate communication and analysis throughout and within many business systems.

Comments made are precautions that should not be left aside. However, as a positive aspect it must be said that these instruments can be and, in fact, have been extremely useful in various applications carried out by the author, as already mentioned, and their application has only been limited by creativity, knowledge, and even, interpretation intentions of those who use them, and that in all cases what has been a primary value in the business context that is proposed associated with facilitating and improving business communication has been achieved.

In all cases, what constituted a claim has been achieved, that of encouraging the use of both dialogue and judicious discussion during this process; this, understood as the analysis that emphasizes attention and learning, but always with an objective as a result, understanding dialogue as a collective learning process that in itself is the resulting objective. In summary, two very powerful processes and of great importance for learning, especially during a process of change.

The application of the tool should make the team try to reach some conclusion on the topics being addressed, but also to explore new problems and develop some deeper meaning among the members, always in an attempt to achieve convergent thinking. This is judicious discussion, which will generally be preceded by a debate that can be more or less crude, going through a more or less polite discussion. All of these elements will precede dialogue, as intended to lead to exploration, discovery, and insight.

At this level of analysis during the application of the proposals and the subsequent analysis of the results derived from said application, the aim is to ensure that people learn to think together, not only in the sense of analyzing a shared problem that appears in said applications, but that they will be able to create new pieces of shared knowledge and a collective sensibility in which the resulting thoughts, emotions and actions will not belong only to one individual, but to all of them. Incidentally, this has been in practice the intention of all the other tools developed and applied in Escambray, through the various surveys and Checklists that have been applied systemically and systematically for several years,and more recently with the use of the aforementioned Models of Excellence, as part of the self-assessment of company management from different dimensions and theoretical and practical perspectives.

Finally, I consider it appropriate to realize that the objective is to provide a tool for workers to structure their perceptions of how the company is responding to change along four dimensions:

• How people are feeling How the company reacts to transitions How the company learns and The type of leadership required to manage change

Each of these dimensions will have four associated statements identified with an initial number, which will allow the R factor corresponding to the moment in which the tool was applied to be identified.

DESCRIPTION OF THE DIMENSIONS AND DECLARATIONS FOR THE ANALYSIS OF THE COMPANY OR SELECTED LEVEL

How people feel in the company.

1. People in this company feel helpless and depressed. People in this company feel threatened and angry. Many believe that we have lost sight of the past, that we are forgetting what made us what we are. Many people in this company are frustrated with all the complaints and regrets. They are ready to take action, to do something. People in this company feel in control of their own destiny and, although they feel anxious about the changes, they feel optimistic and positive. They have faith that the company can change and create a culture that will lead to a successful future.

How the company reacts to changes and transitions.

1. This company has norms and values ​​that do not allow us to face real problems. We withdraw and retreat to safer activities. This company has many communication processes that emphasize the need for change but that only speak. We can't seem to make it happen. This company values ​​advertising issues, gadgets and unrealistic machine optimism. This company understands the need for transitions and looks for positive ways to deal with change.

How this company learns.

1. This company has norms and values ​​that cause it to crash and prevent necessary learning. This company works hard on previously successful problem solving processes that are already of dubious value to our current or future needs. This company values ​​action. and the activity on reflection and diagnosis. Doing something is better than investing the time and energy necessary to learn something. This company has the discipline and patience to study problems at the basic systemic level. We blame work systems, not people. We improve work systems, we train people.

The kind of leadership this company needs to positively manage change.

1. This company needs leadership that ends our victim mindset. We need leaders who help build a culture that restores confidence that we are in charge of our own future. This company needs a leadership process that encourages, supports and encourages moving away from the old comfortable but unproductive towards a new and more relevant culture. Company needs a leadership process that facilitates reflection and learning and eliminates premature and unconditional action. This company needs leaders who continue to drive a culture of learning, allowing collective learning to replace individual decision-making and allow dialogue to replace to arbitrariness.

INDIVIDUAL TYPE ANALYSIS

The first intention of what we propose below is that it constitutes rather a self-analysis tool, without pretending to be a feedback instrument, as it is with regard to the analysis of the company.

Applied this part as an honest instrument of self-analysis it can serve as an effective mirror to discover its own response patterns, which does not require that it be discussed or shared to serve as a stimulus for self-reflection. However, you can share your response pattern with someone you trust enough and ask for feedback, which can be a powerful learning experience.

Similarly, the results of your own analysis can be an important catalyst for setting your personal goals and planning your future actions. This will also help you by comparing your own responses to the responses of the company.

How I feel.

1. I feel anxious, helpless, and depressed. I am not in charge of my own destiny and I don't know what to do about it. I am angry and frustrated. I feel that my previous capabilities are not valued in the new company. I feel left out. I feel absolutely confident in my ability to handle any aspect of the new reality. I am impatient with all the regrets and intellectualization. We need to move forward! I feel challenged to do as much as I can, widened and optimistic, eager to contribute and create.

How I react to transitions.

1. I keep my head down and looking for a safe job. My strategy is to find a place to hide - a haven where I can wait until things return to normal. I am trying to mask and contain my anger but it continues to come out. I understand the need for change in my head, but not in my heart. This is why I give myself and give others mixed signals. I refuse to allow myself and others to waste any time on all that sentimentality and negative thinking. There is nothing wrong with this company that a little old-fashioned enthusiasm and energy doesn't fix. I am pushing and taking people to action even if they resist. I understand the need for change and I am standing up and finding ways to help others cope and move forward.

How am I acting.

1. I am withdrawing and unable to learn. My emotional tension and anxiety have caused me to shut down. I am working hard but my wheels seem to be skidding. I know this is not the answer, but I don't know what else to do. Hard work and compliance with corporate culture seemed to have always worked in the past. I am not learning, I am doing. We are not going to learn how to get out of our problems, we need to work, do and do to make our way. I am learning how to face the problems of origin and not just the symptoms. I am helping the company and myself. It is stressful, but it is also exciting and makes me excel personally.

The kind of leadership I need to be successful.

1. I need a leader to help me cope with my emotional stress, my fear and my anxiety, I need a leader who will give me feedback and support so that I can get out of the old and previously successful behavior patterns that are not relevant in the current company. A leader who gives me jobs that provide me with improvement and that lead me to an understanding of the depth and breadth of the underlying problems. I need a leader who will give me jobs with great impact in the company. I need feedback and support so I don't get exhausted in my attempts to be everything to everyone.

GENERAL INSTRUCTIONS FOR ESTIMATION.

When applying the tool, it is advisable to carefully read and analyze the four statements (1, 2, 3, 4) of each dimension (I, II, III, IV), BEFORE DOING SOMETHING, and then follow the following instructions:

1. Select a level of analysis and be consistent with it in each of the dimensions shown (company, UCT, business unit, address, department, area, process…..) For each dimension (I, II, III, IV) read and carefully analyze each of the 4 statements (1, 2, 3, 4) that are provided in each one, only after understanding and internalizing them decide which is closest to your perception, that is, the one that according to your own assessment it is more descriptive and adjusted to the dimension; always, at the level that has been selected in the previous step. The previously selected statement will be the "most descriptive" for each dimension. Put the number that identifies it in the corresponding box in the dimension you are analyzing. Select in each dimension the statement that you consider to be the "least descriptive". Put the number that identifies it in the corresponding box in each dimension. Complete the remaining two boxes: "second most descriptive" and "third most descriptive" in each of the dimensions.

THE ORDERING AND PROCESSING OF INFORMATION.

For the ordering and processing of the information, work tables were developed, specially designed to achieve the proposed objective (PRECE). These have been duly digitized and automated in order to facilitate their use, and that they can be used from the company's network by all the workers of any Territorial Marketing Unit (UCT), at any time and geographic location. Its presentation to the user has been conceived in a simple way, with a friendly and comfortable interface. A basic element that has been taken into account is to guarantee the full, total and absolute privacy of the responses of all participants.

CONCLUSIONS AND RECOMMENDATIONS.

• Change must become a tool for human development, learning, a revolution in thinking and the literacy of conscience. Knowing and identifying the main reactions to change in companies is an aspect of the utmost importance to guarantee its adequate management with an inclusive nature.The proposed tool provides a common language that facilitates communication and analysis throughout and within the company, the application of which will help encourage the work team to try to reach some conclusion on the topics being addressed, to explore new problems and develop some deeper meaning among the members, always in an attempt to achieve convergent thinking, favoring dialogue and judicious discussion during this process.The practical application of the tool will allow workers to structure their perceptions of how the company is responding to change along the four dimensions and statements proposed.

BIBLIOGRAPHY

• Contreras Torres, Francoise; Barbosa Ramírez, David. " From transactional leadership to transformational leadership: implications for organizational change." Virtual Magazine Universidad Católica del Norte, no. 39, May-August, 2013, pp. 152-164. Northern Catholic University Foundation. Medellin Colombia. Luis Romero, A. "Change and its management in the UNECA SA Corporation" Technical Report, 42p. Havana. Cuba. Luis Romero, A. "CULTURE, BUSINESS VALUES AND CHANGE." Third version. September. 2007. https://www.gestiopolis.com/cultura-valores-empresariales-change/ Luis Romero, A."Change Management and Teamwork". Master Conference. Executive Training Course. Escambray Marketing Company. April 2011. Havana. Cuba. Luis Romero, A. "Change Management, Leadership and Teamwork". Master Conference. Executive Training Course. Escambray Marketing Company. May 2014. Havana. Cuba. Luis Romero, A. “NEED FOR CHANGE IN BUSINESS MANAGEMENT. SOME THEORETICAL PRECEPTS. ” http://mayabeque.blogia.com/2009/101502-guinesmio.-version-digital-de-la-revista-del-centro-univesitario-municipal-de-gu.php Luis Romero, A."Proposal for a management model of a technological intelligence system to be applied by entities with a focus on project development, business, and marketing." Published at: https://www.monografias.com/trabajos58/gestion-sistema-inteligencia/gestion-sistema-inteligencia.shtml Luis Romero, A. "Topics of interest to organizations that aspire to Business Excellence." Text in preparation. Unpublished. Luis Romero, A.; Cárdenas, VM “ICT IN MANAGEMENT AND BUSINESS EDUCATION. A PERSPECTIVE FOR THE MARKETER ESCAMBRAY. ” Published at http://www.gestiopolis.com/administracion-estrategia-2/uso-de-tics-en-la-gestion-empresarial-de-la-comercializadora-escambray-cuba.htm Luis Romero, A.; Luis Miranda, S.“THE QUALITY SYSTEM, ITS BUSINESS IMPACT AND ORGANIZATIONAL CHANGE. ”March, 2007. https://www.gestiopolis.com/calidad-impacto-cambio-organizacional/ Luis Romero, A.; Luis Miranda, S. "The quality system, a reality to improve management and increase the competitiveness of agricultural companies." Published at: http://www.monografias.com/trabajos58/sistema-de-calidad/sistema-de-calidad.shtml Noer, David M. (1997)."Change in Organizations". The path for the transformation of people and companies. PRENTICE HALL HISPANOAMERICANA, SA Printer Roma. México DFhttp: //www.gestiopolis.com/canales/gerencial/articulos/29/gescam.htmhttp: //www.monografias.com/trabajos13/cborgdef/cborgdef.shtmlhttp: //www.monografias.com/trabajos10/change - / Cambio-.shtmlhttp: //www.publicaciones.ujat.mx/publicaciones/hitos/ediciones/21/ensayo_cambio_organizacional.pdfhttp: //www.wikilearning.com/curso_gratis/clima_cultura_desarrollo_y_cambio_organizacional-resistencia_al_cambio/12060-8

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