In order to understand the organizations and understand their process of evolution, it must be confirmed that two human beings and organizations live together.
The longevity of two human beings is related to some pains, such as: colder climate, adequate nutrition, physical exercises and a less stressful lifestyle. You Ukrainians, who are shepherds, live in a cold climate, eat some salt and fat, walk very quietly and have a peaceful life. São um dos povos com maior longevidade, chegam viver té 160 anos.
As causes of human envelhecimento são várias. A body fat is one of them. For 75 years, the individuals present or dobro give you fatness that tinham 25 years. The present water did not corpo diminui causing desidratação. Or body weight or weight two orgs sofrem alterações com a diminuição do number de cells. Or metabolism changes in decorrência da diminuição do consumption of oxygen. Diante dessas mudanças, a força muscular diminui.
Scientists and health professionals look for ways to control the causes of human enrichment. I do not mean, I affirm that the habits, customs and culture of two groups are fundamental for a long life.
According to COLLINS and PORRAS (1995), some organizations live more than other companies that have passed the Patamar de Boas for excellent or made the process of evolutionary transformation, concluding that or that makes the companies truly visionary only some common practices in the long term. of its stories such as: Dar as ferramentas, não ter soluções; Mais do que lucros, ter central ideology; Preserve or nucleus / stimulate or progress; Audacious goals; Cultures of devotion; Test all and apply or what to say; Internally trained managers; It is never enough (permanent innovation)
According to the investigations presented by GEUS (1998), long-standing companies were sensitive to their environment; Long-standing companies were co ees and endowed with a strong sense of identity; Long-standing companies were tolerant. Managers of two centuries XVII, XVIII and XIX já adotavam a decentralização; Long-term companies were conservative and financial (dinheiro em caixa: flexibility and independence of ação); A majority of long-standing companies anticipated the needs of moving; As long-standing companies transform as crises into new businesses.
For PRADO FILHO (2003), "an organization as a human being, dresses, communicates and needs its style. It needs to be identified. ” Nessa perspective, the constroem um nome, a brand. Não passaram pela vida, fizeram e fazem a diferença. This difference was brought up by its main capital, the people, because long-lived and visionary companies were built on a non-potential basis, in energy and in the soul of the people. Your thoughts or strategies do not follow the pure economic logic of the market, your visas are not in the short term. They follow their ideologies, form their own cultures and stimulate or progress, challenging their own social, political and economic conditions at the time they live. Because of its resistance to unforeseen macro-adversities, you do not need to be absolute.
Or is the establishment of a consistent vision, capable of resisting more time than other concurrent companies, and truly establishing the foundations for a life.
From this perspective it is possible to explain that a virtuous circle of constant learning is, “all the organization has a basic and fundamental objective that is feasible (…) to a company as its primary purpose for the existence of its own existence, (…) to a company Strive to continue to live and survive. ”(McGuire: 1963, p. 167).
As organizations, as well as living beings, seek life, long life and continuous memory. I perceive that in both cases, that we have the ability to adapt to the environment or that we achieve dominance, we live it more. A strategic adaptation requires much more than instinct. It requires creativity, innovation and flexibility. They are very learned, they are highly adaptive. It is not diminished by muscle because it is innovative. Control fat and body weight because you only flex. Dominate or stress because you are crying. Or conhecimento springs from human sources, nourished with nutrients from abroad, from within and from within its environment, which found natural degenerative tendencies. All or the work of breeding is the fruit of the collective effort and traces back of a study of two ancestors. As pessoas são a alma da empresa.
A long time into their life cycle, like living organisms, “as organizations when young are quite flexible, they are always in control. As organizations grow, this relationship is altered. A controllability increases and flexibility is reduced. It is the same difference that he made between a baby and a person with more velha. Or drink quite flexibly and get attached to the mouth, plus your movements and your behavior are not too much control. As we grow old, we eventually end up losing or controlling. "(Adizez, 1990, p 2)
This sense, confirms CAVALCANTE (2003), to corporation and a living, fertile and fertilizing organism. That fala e ouve, ri e chora, sonha e apaixona, cria e deduz, intui e interfere. Or conhecimento is not worth or how much it weighs, more or how much it flowed. It is only the forem communicating vessels and the thinking heads that will integrate a system with an organizational culture that allows its free flow, or that means ruling out intolerance and regrets that abafem novas idéias. It is worth noting à affirmative of GEUS (1998) that “tolerance is derived from a structure of values. There can only be a company in which the people have recognized or value to raise space for innovation ”, this being the one that constitutes a number of meanings, energy source for offensive and defensive actions with continuous oxygenation and revitalization of the company.
Bibliographic references
ADIZES, Ichak. The life cycles of organizations. São Paulo: Thoson Pioneira, 1990.
COLLINS, James C., PORRAS, Jerry I. Feitas to last: bem practices followed by visionary companies. Rio de Janeiro: Rocco, 1995.
GEUS, Arie de. A living company: how organizations can learn to prosper and perpetuate themselves. Rio de Janeiro: Campus, 1998.
McGUIRE, Joseph W. A company ea Sociedade. São Paulo: Graw-Hill Book Company, 1963.
MOREIRA, Bernardo L. Life Cycle of Companies. São Paulo: Editora STS, 1999.
RIBEIRO, CRM To immortal company Rio de Janeiro: Vozes, 1995.
CAVALCANTE. Elina Maria Borges. Longevidade: A strategy questão. Available at <http://www.redadultosmayores.com.ar> Acesso em 09.12.03.
PRADO FILHO, Hayrton Rodrigues. Essential strategy. Banas Qualidade Magazine, n 132, May / 2003, p.3.
"All the organization has a basic and fundamental objective that is feasible (…) to the company as its primary purpose for the existence of its own existence, (…) the company strives to continue its survival and survival." (McGuire: 1963, p.167)
A long time into their life cycle, like living organisms, “as organizations when young are flexible enough, they are always in control. As organizations grow, this relationship is altered. A controllability increases and flexibility is reduced. It is the same difference that he made between a baby and a person with more velha. Or drink quite flexibly and get to put it in your mouth, but your movements and behavior are not too controlled.
Saúde gives a collective or organizational mind, characterizing -as an autonomous physical and psychological entity, endowed with needs, values, behaviors and objectives, à semelhança dos indivíduos.
