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ORGANIZATIONAL CULTURE: THE POWER POINT TO MANAGEMENT

Then we leave a very interesting article on organizational culture and everything that influences an organization, it's about everything that has been commenting on this blog but in the vision of Jorge Fdz. Belda holds a degree in public relations.

This is your curriculum:

Jorge Fernández Belda holds a degree in Public Relations (UK). Professional Certificate in Strategic Management (Northern Illinois University, Chicago - USA). Anthropology Graduate Business (UB). He has extensive experience as a consultant in mega development projects and Organizational Change in Argentina and Latin America. JFB is Partner & Associates Consultants in Organizational Change and Development ( www.cbyasociados.com ) Inmark Correspondent International (USA) and Director of Leadership Development & Research Institute Inmark International for Latin America. Co-author of the methodology "Beyond The Training" © for successful implementation in companies of Argentina and Latin America. Previously, he served as Manager of the Management Development Center Arthur Andersen and the Division "Strategy, Organization & People" of the consultant, in addition to being Director of the Middle Management Training Management Development Centre of Arthur Andersen.

and this is the link of the article:

http://www.sht.com.ar/archivo/Management/cultura.htm

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When a person attends a job, every day brings a number of things about himself, who is, what it deserves, and which is capable of performing, where the company should go , etc. A way of understanding plus the difference between the terms culture and climate, is a series of definitions that will clearly display the implications of these terms in organizations. According to Hall (1996) defined organizational climate as a set of properties of the work environment, perceived directly or indirectly by employees who are supposed to be a force that influences employee behavior. Brow and Moberg (1990) report that climate refers to a number of features of the internal organizational environment and perceived as members of this. Weather will not be seen or touched, but has a real existence that affects everything that happens within the organization and in turn the climate affected by almost everything that happens within it. An organization tends to attract and retain people who are adapted to your climate, so that their patterns are perpetuated. A stable organizational environment is a long-term investment. The managers of organizations must realize that the middle part of the assets of the company and as such should value it and give it due attention. An organization with a discipline too rigid, too personal pressures, only get short-term gains. These preconceptions react to various factors related to the daily work: the chief's leadership style, relationships with other staff, the rigidity / flexibility, opinions of others, your work group. The similarities or differences that have daily reality with regard to preconceived ideas or acquired by individuals during the time worked, will form the organizational climate. The organizational climate can be a bond or an obstacle to the good performance of the company, may be a factor of distinction and influence in the behavior of those who compose it. In summary, personal expression of "opinion" that workers and managers formed the organization to which they belong. This includes the feeling that the employee is their proximity or distance from your boss, your colleagues and coworkers, which can be expressed in terms of autonomy, structure, rewards, consideration, kindness and support, and openness among others.

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ORGANIZATION ORGANIZATIONAL CLIMATE AS CULTURAL PHENOMENON

The political scientist Robert Presthus has suggested that we live in a "society of organizations." In Japan, Germany, Hong Kong, England, USA, Russia and Canada and other industrialized countries, large organizations are likely to influence an alienating way if we lived in a remote tribe in the jungles of South America. This is completely obvious, but many of the characteristics of culture rest on obvious things. For example, how many people organize their lives based on different concepts of work and leisure? Follow rigid routines 5 or 6 days a week, living in one place and work in another, dressed uniformly, defend the authority and time consuming in the same place doing a repetitive set of activities. For a foreigner daily life is a peculiar set of beliefs and ritual routine that identify it as a completely different culture when compared with other more traditional societies. Anthropologists and sociologists have carefully studied these differences. For example, in societies where the household is the basic economic unit of production (rather than an organization), we find that the work has a different meaning and usually take much less time than one person. The distinctions are drawn between "meaning" and "end", between "occupational and general economic activity" and "social organization", tend to be more vague and attitudes and belief systems more cohesive. The French sociologist Emile Durkheim has shown that the development of the traditional models of social order, ideals, beliefs and values \u200b\u200band give more fragmented models of beliefs and practices based on the occupational structure of the new society. The division of labor characteristic of industrial societies, it creates problems of integration or, more accurately described as a problem described as a problem of "culture management. "They had to find ways to find and join society again, governments, religion, media and other institutions on the formation of opinions and beliefs play an important role in this process.