September 20, 2016

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Marin Organization Preponderant and strategical factor is the quarrel of the styles of the administrations, as much of the current one how much of the administration who the successor intends to develop in the cited familiar company, with purpose to effect comparisons, analyzing which the advantages and disadvantages of the two styles. The catalytic executive of the successory process if does not have, must also develop, the perception of that the organizacional culture is something that is not modified with easiness and if to occur will be with great difficulty. In this direction, the candidate the successor must consider, of interactive form, this reality of the company, and being this developed attitude, he will prevent that some conflicts are stopped in the internal environment of organization. Ones of the attempts to reach success in a successory process the successor is the candidate to search to interact itself with the diverse sectors that compose the organization, in all the directions of the company, vertical line, horizontal line or diagonal line. Of this strategical initiative he results the development and the consolidation of a facilitador enterprise climate in a successory process. Kunsch (2003) and Maximiano (2000) affirm that the objectives of the flow of vertical communication are related with the transmission of the philosophy, the orders and the lines of direction of the organization, interacting and implementing these elements. as Marin (1997) the horizontal communication of - one enters the considered people hierarchically equal, in one same organization. Being able to occur in units of work of the same level or different level it is known as diagonal communication. 6,0 SUCCESSORY PLANEJAMENTOS known that any type of succession of - always in great complexity, mainly the one succession familiar structure that, exactly when planned, it suffers to great impediments and restrictions. As We read...
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Transformation Foundation of LA culture dynamics of the personality differences individual La transformation of organization through the structuring and generating value-added through knowledge, brings with it major changes in the company's systems, based on the innovation of human capital. New forms caused by a new corporate identity (mission and vision) and underlying shared beliefs to the new structure, give by sitting certain way of perceiving their diverse environments, way of thinking and reacting to it. In this process, there are different levels of refusing to change by the participants of the transformation, which vary according to its external visibility and resistance. The most noticeable level are the physical manifestations such as; acronyms, codes of dress, permissions, myths, stories that tell about the Organization, published lists of values, rituals, and ceremonies observable, decoration. There is a second, deeper level where are expressed values declared explicitly, which are preferred in an organization, are enduring belief in a mode of conduct or final State. It is unfortunate that the aspirations are not automatically translated into the desired behavior, since people do not what they say. To the extent that these values are displayed by the contributors or are converted into their behavior, will be a reflection of the level of evolution. For assistance, try visiting bruce flatt. They are in a last layer, the basic assumptions underlying organizational culture, are not observable and constitutes the Centre of culture. They are values that are taken as a fact with the passage of time, to be assumptions that guide organizational behavior, they are very resistant to change, when the partners adopt them is inconceivable, an assumption based on incompatible values, here is where we will have to work hard. In a process of transformation organizational culture provides an identity to the members, facilitates the collective commitment,...