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INTRODUCCIN
INTRODUCTION
This model, with the necessary adaptations, has been successfully used
to manage the changes in systems in which they are involved human
beings, both by consultants, such as by managers.
This model is particularly useful in marketing and specially in sales, to
deal with customers, because in this should be a change in attitude, to
accept a new product or hiring a new service provider.
QU S EL CAMBIO?
Realmente el cambio ha existido siempre, lo que ahora se presenta con
caractersticas distintas, hace algn tiempo atrs podamos tener cierta
confianza ya que ste no tena la dinmica actual, tanto en su frecuencia
como en su profundidad y generalidad, esto permita hasta cierto punto
actuar de manera reactiva, hoy da donde el cambio es permanente,
acelerado y con todos los atributos vistos, no debemos ni podemos
darnos ese lujo, ya que se corre el riesgo de sucumbir, por tal razn
nuestra actuacin debe ser proactiva y trabajar en funcin del cambio
Como se expres, el cambio puede surgir como consecuencia de
fenmenos ocurridos en el entorno o en algn subsistema de la
organizacin. Estos fenmenos pueden ser por factores sociales,
econmicos, tecnolgicos, e incluso polticos. Esencial tambin es tener
actual.
Qu es el cambio?
Cmo se manifiesta?
And this can be achieved in one of three ways. We can intensify the
driving forces that divert the conduct of the status quo. And we can
reduce the forces of restrictions that prevent stray from the current
balance.
In reality there is no line that clearly separate the thawing and the motion
or change. Many of the attempts to thaw the status quo can themselves
Cambio.
cause movement.
the agents of change may act on the thawing and the movement.
Como enfrentarlo?
type of change and on how well they know their nature and
consequences. Then develop each point to treat as: Organizational
Change, the process of organizational change, techniques to reduce the
resistance to change, the eight steps of the change.
Actually the change has always existed, what is now presented with
depth and generality, this allowed to some extent act reactively, today
where the change is permanent, accelerated and with all the attributes
seen, we must not and cannot have that luxury, because of the risk of
succumbing, for this reason our action must be proactive and work in
The important thing is that we should have clear several aspects such as:
tome conciencia de que el mundo cada vez est ms presionado por los
How is manifested?
where has already spoken of the inequalities between the countries that
relevancia son algunos de los indicadores de que una nueva cultura est
appear, and which an effort must exist, especially of those who handle
naciendo
the production means to incorporate the local market into the international
market, since everything indicates that the new thing will not be able to
be accommodated in the old molds. The globalization and the
competitiveness, the labor relations, the ways of producing, the social
requests, the predominance that is taking the problem of the labor
the geopolitics and other topics of equal relevancy are some of the
The world in which we live and we will live and the ambience in which
Los tratados de comercio libre entre los diferentes pases que no poseen
elements are the same, the rhythm and the complexity of the change
aquellas dbiles que no podrn competir como iguales con las fuertes,
and new relations between the first world and the third world are
redefining again the market, the means of production and the location of
the economic aspect, and the need to arrange changes in the structures
describen las etapas por las que va pasando la organizacin que decide
attempt for improving the quality of the products and services on the part
A) El descongelamiento.
of the companies and this way being able to become of world class
B) El cambio o movimiento.
C) El recongelamiento.
to extract them of the lethargy that can be taking them to the financial
catastrophe, and the extinction. Those who have written to this tenor,
commonly mention the model described by Kurt Lewin, where there are
described the stages by which is happening the organization that
decides to arrange the process of planned change.
A) The thawing.
B) The change or movement.
C) The refreezing.
In the first stage is thawed the status, which can be considered to be a
balance state, this is achieved by means of the motivation of the
individual so that he accepts the change; begins the rupture of habits
and customs to make way for new conduct models
The second phase happens when once motivated the individual is
disseminated desirable role models, and the necessary incentives are
promoted so that they are identified and adopt the above mentioned
models.
Finally, at the refreezing one is employed so that the new scheme lasts, if
had the wished success, otherwise, its duration will be ephemeral and
not possess the same health in the economy obviously will bring
disadvantages for those weak who will not be able to compete as be
equal with the strong, with the presupposed disastrous consequences for
cambio aparece una de las dos saca ventaja a la otra en cuyo caso se
EL CAMBIO ORGANIZACIONAL
Es aquella estrategia normativa que hace referencia a la necesidad de un
cambio. Esta necesidad se basa en la visin de la organizacin para que
haya un mejor desempeo administrativo, social, tcnico y de evaluacin
de mejoras.
Es la capacidad de adaptacin de las organizaciones a las diferentes
transformaciones que sufra el medio ambiente interno o externo,
mediante el aprendizaje. Otra definicin sera: el conjunto de variaciones
de orden estructural que sufren las organizaciones y que se traducen en
un nuevo comportamiento organizacional.
Both coexist in the balance state while the organization operates in a high
productivity level, but when the need for change appears one of the two
to the other advantage takes in whose case can increase the driving
forces that remove the behavior of the inertia and reduce the forces
limitantes that prevent the movement.
So much some like others are subject to internal and external such day
pupils like the customs, the familiar pressures, the performance, poverty,
fear of the unknown thing, the interpersonal relations, absence of
confidence in the leadership, like limitantes, and as encouraging the
conscience for the improvement of the quality, the agreements of free
trade with other countries, the emphasis on the productivity, new
schemes of participation in the decision making, between others
THE ORGANIZATIONAL CHANGE
it one normative strategy that refers to the need for a change. This need
is based on the vision of the organization so that there is a better
administrative performance social, technical and of progress evaluation.
It is the capacity of adaptation of the organizations to the different
transformations that suffers the internal or external environment, by
means of learning. Another definition would be: the set of changes of
structural order that the organizations suffer and that is translated in a
new behavior organizational.
In the first term it is necessary to add that the "exchange broker" must be
tensiones.
implies cooperative relation between the external agent and the internal
philosophy, a set of values referents the world in general and the human
problemas
action.
it is a question of constituting a more efficient system, more human and
democratic. It is constituted in the base to fight the suspicious relations, to
diminish the competition between persons and the conflicts between
groups, the rigidity that he interferes with the development and the
successively.
leadership"
Because it is not necessary to forget that the discord and the subsequent
to solve problems
fineness in addition some "normative goals" that share most of the agents
of change:
Enhancing interpersonal skills.
A transfer of values that makes the human factors and feelings come to
be regarded as legitimate.
Development of a growing understanding among the working groups
and between the members of each of these, in order to reduce tensions.
Development of a "management teams" more effective as functional
groups working with more competition.
Development of better methods of "conflict resolution" (no to repression,
transactions or agreements and the intermediate power without scruples
or unethical).
Development of organic systems instead of mechanical systems. (This
is the opposite of the manager "squeezing buttons"... ).
All forms of organizational development is not only human relations. This
is in addition to obtain knowledge that is generated within the
organization (not the information provided by others as the only
possibility). Nor is it a matter of leadership tolerant because you are
looking for a direction or leadership "open" and accept the dialog. Also,
looking for the unanimity in the group to make decisions ... Moreover, it
has now evolved into the development of executives who have the
autonomy and strength in their decisions comparable to those of a
"coach" (the technical director of the sports teams), forgetting of course
in relation to them.