Anonimo - Calidad de Vida en El Trabajo

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{\phpg\posx4335\pvpg\posy2207\absw3237\absh241 \b \f10 \fs22 \cf0 \b \f10 \fs22
\cf0 Calidad de vida en el trabajo \par
}
{\phpg\posx1290\pvpg\posy3283\absw6376\absh6244 \f10 \fs17 \cf5 \f10 \fs17 \cf5
Introduccin
\par}{\phpg\posx1290\pvpg\posy3283\absw6376\absh6244 \sl-240 \par\f10 \fs17 \cf5
Objetivos
Captulo I
{\b \cf0 Resea}{\b \cf0 Histrica }
{\b \cf0 1.1.} Orgenes
{\b \cf0 1.2.} Evolucin
{\b \cf0 1.3.} Por que surge la calidad de vida en el trabajo
Captulo II
{\b \cf0 Proyectos}{\b \cf0 de}{\b \cf0 calidad}{\b \cf0 de}{\b \cf0 vida }
{\b \cf0 2.1.-} Definiciones
{\b \cf0 2.2.-} Criterios para establecer un proyecto de calidad de vida en el
trabajo
{\b \cf0 2.3.}{\b \cf0 -} Beneficios de la calidad de vida en el trabajo
{\b \cf0 2.4.} Limitaciones de los proyectos de C.V.T.
{\b \cf0 III.} Conclusiones
{\b \cf0 IV.} Bibliografa \par

}
7 \cf0 Introduccin
\par}{\phpg\posx1290\pvpg\posy11443\absw9303\absh3220 \sl-240 \par\b \f10 \fs17
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0 de}{\b0 Vida}{\b0 en}{\b0 el}{\b0 Trabajo,}{\b0 el }
\cf0 {\b0 cual}{\b0 es}{\b0 una}{\b0 Intervencin}{\b0 Estructural}{\b0
del}{\b0 Desarrollo}{\b0 Organizacional.}{\b0 Se}{\b0 desarrollaran}{\b0
el}{\b0 tema,}{\b0 abarcando }
\cf0 {\b0 desde}{\b0 sus}{\b0 origenes,}{\b0 evolucin}{\b0 y}{\b0 los}{
\b0 elementos}{\b0 y}{\b0 caractersticas}{\b0 del}{\b0 mismo,}{\b0 mo
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\cf0 {\b0 importancia}{\b0 de}{\b0 este}{\b0 tipo}{\b0 de}{\b0 Intervencin}{
\b0 Estructural. }
\cf0 {\b0 En}{\b0 la}{\b0 actualidad}{\b0 las}{\b0 organizaciones}{\b0
se}{\b0 han}{\b0 vuelto}{\b0 ms}{\b0 competitivas,}{\b0 se}{\b0 vive
}{\b0 la}{\b0 ola}{\b0 de}{\b0 las}{\b0 empresas}{\b0 de }
\cf0 {\b0 calidad,}{\b0 de}{\b0 empresas}{\b0 eficientes,}{\b0 en}{\b0 toda
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importantsimo,}{\b0 por}{\b0 lo}{\b0 que}{\b0 la }
\cf0 {\b0 calidad}{\b0 de}{\b0 vida}{\b0 laboral}{\b0 juega}{\b0 un}{\b0 p
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estin}{\b0 de}{\b0 hoy. }\par
}
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10 \fs18 \cf0 Los temas expuestos en el presente trabajo son de actuali
dad, y su aplicacin se da en las
organizaciones que han puesto en practica el Desarrollo Organizacional, en mayo
res casos, empresas de
pases europeas, americanas y asiticas. Dejamos a criterio del lector profundizar
o complementar el tema
para su enriquecimiento. \par
}
\cf0 Objetivos
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cf0 Captulo I
cf0 {\b0 Explicar}{\b0 los}{\b0 orgenes}{\b0 de}{\b0 la}{\b0 los}{\b0 Proye
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cf0 {\b0 mencionan}{\b0 algunos}{\b0 tratadistas}{\b0 del}{\b0 tema}{\b0 re
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permite}{\b0 al}{\b0 lector}{\b0 tener}{\b0 la}{\b0 base }
cf0 {\b0 para}{\b0 la}{\b0 comprensin}{\b0 del}{\b0 siguiente}{\b0 capitulo.
}
cf0 Captulo II
cf0 {\b0 Definir}{\b0 lo}{\b0 que}{\b0 es}{\b0 Calidad}{\b0 de}{\b0 Vida}{
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b0 el}{\b0 diseo}{\b0 e}{\b0 implementacin}{\b0 de}{\b0 un}{\b0 proyecto }
cf0 {\b0 de}{\b0 C.V.T,}{\b0 los}{\b0 beneficios}{\b0 y}{\b0 limitaciones}
{\b0 que}{\b0 brinda}{\b0 el}{\b0 mismo. }\par
}
{\phpg\posx1290\pvpg\posy8803\absw9285\absh5380 \b \f10 \fs18 \cf0 \fi4095 \b \f
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cf0 \fi3855 Resea Histrica

cf0 1.1. Orgenes
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}{\b0 puede}{\b0 capacitarse}{\b0 en}{\b0 corto}{\b0 tiempo}{\b0 para}{\b0
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cf0 {\b0 que}{\b0 se}{\b0 hacia}{\b0 o}{\b0 no}{\b0 era}{\b0 definido}{\b0
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cf0 {\b0 situacin}{\b0 los}{\b0 directivos}{\b0 actuaron}{\b0 con}{\b0 rigid
ez}{\b0 en}{\b0 las}{\b0 labores}{\b0 de}{\b0 control}{\b0 y}{\b0 supervi
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cf0 {\b0 ms}{\b0 rgida,}{\b0 esto}{\b0 llevo}{\b0 a}{\b0 que}{\b0 la}{\b0 o
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}
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7 \cf0 los directivos optaron por redisear los empleos y reestructuras las organ
izaciones creando un ambiente
propicio y adecuado para los trabajadores, en otras palabras, mejorar la clida d
e vida en el trabajo.
\fi450 El termino CALIDAD DE VIDA EN EL TRABAJO que traducido al ingles quiere de
cir QUALITY OF
WORK LIFE (QWL), tuvo sus orgenes en una serie de conferencias patrocinas al fin
al de los aos 60 y
comienzos de los 70 por el Ministerio de Trabajo de los EE.UU. y la Fundacin FOR
D. Estas conferencias
fueron estimuladas por el entonces ampliamente populares fenmeno de la "{\i ali
enacin}{\i del}{\i trabajador" }
simbolizado por las huelgas entre la poblacin activa mayoritariamente joven de
la nueva planta de monta
de la General Motors, de Ohio. Los asistentes consideraron que el termino iba m
as all de la satisfaccin
del puesto de trabajo y que inclua unas nociones, como la participacin en por lo
menos algunos de los
momentos de adopcin de decisiones, aumento de la autonoma en el trabajo diario,
y el rediseo de
puestos de trabajo, y sistemas y estructuras de la organizacin con el objeto de
estimular el aprendizaje,
promocin y una forma satisfactoria de inters y participacin en el trabajo. \par
}
\cf0 1.2. Evolucin
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cf0 {\b0 tambin}{\b0 lo}{\b0 hicieron. }\par
}
7 \cf0 1.3. Por que surge la calidad de vida en el trabajo
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}{\b0 trabajo. }\par
}
{\phpg\posx1290\pvpg\posy14544\absw165\absh214 \f40 \fs17 \cf0 {\f0\fs22 \bullet
}\f40 \fs17 \cf0 \par
}
{\phpg\posx1650\pvpg\posy14563\absw8447\absh628 \i \f10 \fs17 \cf0 \i \f10 \fs17
\cf0 Investigaciones mas amplias en los campos de los dotes de mando, motivacin
y eficiencia en la
\par}{\phpg\posx1650\pvpg\posy14563\absw8447\absh628 \sl-240 \par\i \f10 \fs17 \
cf0 organizacin \par
}
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}}\par}{\phpg\posx1290\pvpg\posy1584\absw165\absh1942 \f40 \fs17 \cf0 {\f0\fs22
\bullet }\f40 \fs17 \cf0

{\f0\fs22 \bullet }
{\f0\fs22 \bullet }
{\f0\fs22 \bullet }
{\f0\fs22 \bullet } \par
}
\cf0 Investigacin activa en los grupos de trabajos semiautonomos
cf0 Cooperacin entre los empleados y la direccin
cf0 Diseos innovadores de nuevas plantas
cf0 La experiencia japonesa en los crculos de calidad
cf0 Participacin conjunta empleados-direccin y experiencia en la resolucin de prob
lemas. \par
}
{\phpg\posx4560\pvpg\posy4483\absw2767\absh628 \b \f10 \fs17 \cf0 \fi900 \b \f10
\fs17 \cf0 Captulo II
\par}{\phpg\posx4560\pvpg\posy4483\absw2767\absh628 \sl-240 \par\b \f10 \fs17 \c
f0 Proyectos de calidad de vida \par
}
\cf0 2.1.- Definiciones
\par}{\phpg\posx1290\pvpg\posy5443\absw2761\absh628 \sl-240 \par\b \f10 \fs17 \c
f0 \fi450 {\b0 El}{\b0 termino}{\b0 Calidad}{\b0 de}{\b0 Vida }\par
}
{\phpg\posx4440\pvpg\posy5923\absw5836\absh196 \f10 \fs17 \cf0 \f10 \fs17 \cf0 e
n el Trabajo (CVT), ha sido por un multiplicidad de autores, hemos \par
}
{\phpg\posx1260\pvpg\posy6403\absw8716\absh844 \f10 \fs17 \cf0 \f10 \fs17 \cf0 s
eleccionado algunas definiciones que nos puedan mostrar su significado.
\fi1380 {\i La}{\i Calidad}{\i de}{\i Vida}{\i en}{\i el}{\i trabajo}{\i
es}{\i una}{\i filosia}{\i de}{\i gestin}{\i que}{\i mejora}{\i la}{\i di
gnidad}{\i del }
\par}{\phpg\posx1260\pvpg\posy6403\absw8716\absh844 \sl-150 \f10 \fs17 \cf0 \fi8
325 {\i \fs10 (1) }
\par}{\phpg\posx1260\pvpg\posy6403\absw8716\absh844 \sl-176 \f10 \fs17 \cf0 \fi3
0 {\i empleado,}{\i realiza}{\i cambios}{\i culturales}{\i y}{\i brindad}{\
i oportunidades}{\i de}{\i desarrollo}{\i y}{\i progreso}{\i personal}{\i
. }\par
}
{\phpg\posx1290\pvpg\posy7843\absw9286\absh628 \i \f10 \fs17 \cf0 \fi1350 \i \f1
0 \fs17 \cf0 La Calidad de Vida en el Trabajo es una filosofa, un set de creencia
s que engloban todos
\par}{\phpg\posx1290\pvpg\posy7843\absw9286\absh628 \sl-240 \i \f10 \fs17 \cf0 l
os esfuerzos pro incrementar la productividad y mejorar la moral(motivacin) de l
as personas, enfatizando
\par}{\phpg\posx1290\pvpg\posy7843\absw9286\absh628 \sl-240 \i \f10 \fs17 \cf0 l
a participacin de la gente, la preservacin de su dignidad, y por eliminar los aspe
ctos disfuncionales de la \par
}
\cf0 jerarqua Organizacional \par
}
{\phpg\posx3435\pvpg\posy8541\absw201\absh120 \f10 \fs10 \cf0 \f10 \fs10 \cf0 (2
). \par
}
\cf0 La Calidad de Vida en el Trabajo puede tener varios significados, pero en l
os ltimos aos \par
}
\cf0 se ha consolidados como una filosofa de trabajo en las organizaciones partic
ipativas \par
}
{\phpg\posx8760\pvpg\posy9261\absw201\absh120 \f10 \fs10 \cf0 \f10 \fs10 \cf0 (2
). \par
}
{\phpg\posx1290\pvpg\posy10003\absw9255\absh628 \f10 \fs17 \cf0 \fi450 \f10 \fs1
7 \cf0 Por lo anterior expuesto podemos decir que La Calidad de Vida en el Trabaj
o es una forma diferente
de vida dentro de la organizacin que busca el desarrollo del trabajador, as como
la eficiencia empresarial. \par
}
7 \cf0 2.2.- Criterios para establecer un proyecto de calidad de vida en el trab
ajo
\cf0 \fi450 {\b0 Algunos}{\b0 criterios}{\b0 son}{\b0 importantes}{\b0 si}{\
b0 queremos}{\b0 implementar}{\b0 proyectos}{\b0 de}{\b0 calidad}{\b0 de}{
\b0 vida}{\b0 laboral, }
\cf0 {\b0 estoy}{\b0 criterios}{\b0 nos}{\b0 permitirn}{\b0 encaminar}{\b0 a
l}{\b0 personal}{\b0 de}{\b0 la}{\b0 organizacin}{\b0 a}{\b0 una}{\b0 mejo
r}{\b0 satisfaccin}{\b0 de}{\b0 sus }
\cf0 {\b0 necesidades}{\b0 personales. }
\cf0 {\f0\fs22 \bullet }{\b0 \f40 }
Suficiencia en las Retribuciones. \par
}
{\phpg\posx1320\pvpg\posy14121\absw171\absh120 \f10 \fs10 \cf0 \f10 \fs10 \cf0 (
1) \par
}
GIBSON, IVANICEVICH, DONELLY, {\ul L}{\ul a}{\ul s}{\ul }{\ul O}{\ul r}{\ul g}{
\ul a}{\ul n}{\ul i}{\ul z}{\ul a}{\ul c}{\ul i}{\ul o}{\ul n}{\ul e}{\ul s}{\ul
,} Madrid, Editorial McGraw Hill, pag. 569 \par
}
\par
}
{\phpg\posx1335\pvpg\posy14601\absw7666\absh215 \f10 \fs10 \cf0 \fi105 \f10 \fs1
0 \cf0 )
\par}{\phpg\posx1335\pvpg\posy14601\absw7666\absh215 \sl-176 \f10 \fs10 \cf0 {\f
s17 2}{\fs17
SEVILA}{\fs17 MICHEL,}{\fs17 Ricardo,}{\fs17 {\ul D}{\ul e}{\
ul s}{\ul a}{\ul r}{\ul r}{\ul o}{\ul l}{\ul l}{\ul o}}{\fs17 {\ul }{\ul O}{\ul
r}{\ul g}{\ul a}{\ul n}{\ul i}{\ul z}{\ul a}{\ul c}{\ul i}{\ul o}{\ul n}{\ul a}
{\ul l}}{\fs17 {\ul }{\ul y}}{\fs17 {\ul }{\ul C}{\ul a}{\ul l}{\ul i}{\ul d}{
\ul a}{\ul d}}{\fs17 {\ul }{\ul d}{\ul e}}{\fs17 {\ul }{\ul V}{\ul i}{\ul d}{\
ul a}}{\fs17 {\ul }{\ul e}{\ul n}}{\fs17 {\ul }{\ul e}{\ul l}}{\fs17 {\ul }{\
ul T}{\ul r}{\ul a}{\ul b}{\ul a}{\ul j}{\ul o}{\ul ,} }\par
}

Internet, http: \par
}
//200.34.41.59/portafolio/desarrollo.htm \par
}
{\phpg\posx4890\pvpg\posy14863\absw530\absh196 \f10 \fs17 \cf0 \f10 \fs17 \cf0 p
ag.2 \par
}
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8 \cf0 Esto puede se logrado por suficiencia en los ingresos para mantener un es
tndar social aceptable para
\fi450 vivir,
{\f0\fs23 \bullet }{\f40 }{\b
Condiciones}{\b de}{\b Seguridad}{\b y}{\b
Bienestar}{\b en}{\b el}{\b Trabajo. }
Estableces condiciones de trabajo que minimicen el riesgo de enfermedades y daos
; una edad limite en el
\fi450 trabajo que es potencialmente perjudicial para aquellos de menor o mayor
edad de lo establecido.
{\f0\fs23 \bullet }{\f40 }{\b
Oportunidades}{\b Inmediatas}{\b para}{\b
Desarrollar}{\b las}{\b Capacidades}{\b Humanas. }
Se incluye en esta categora la autonoma, el uso de mltiples habilidades mas que la
aplicacin repetitiva
\fi450 de una sola, retroalimentacin acerca de los resultados de una actividad c
omo una base de
\fi450 autorregulacin.
{\f0\fs23 \bullet }{\f40 }{\b
Oportunidades}{\b de}{\b Crecimiento}{\b C
ontinuo}{\b y}{\b Seguridad. }
Este proceso abarca asignacin de trabajo y propsitos educacionales para expandir
las capacidades del
\fi450 trabajador, oportunidades de ascenso, y seguridad en el empleo.

{\f0\fs23 \bullet }{\f40 }{\b
Integracin}{\b Social}{\b en}{\b el}{\b Tr
abajo}{\b de}{\b la}{\b Organizacin.- }
Esto significa liberarse de prejuicios; igualdad; movilidad; apertura interpers
onal; apoyo constante a los
\fi450 equipos de trabajo.
{\f0\fs23 \bullet }{\f40 }{\b
Balancear}{\b entre}{\b Trabajo}{\b y}{\b
Vida.- }
Esto significa que los requerimientos de trabajo, incluyendo programas-presupue
sto, asuntos urgentes, y
\fi450 viajes, no se tomen del tiempo de ocio o del tiempo familiar como algo c
otidiano, y que las
\fi450 oportunidades de ascenso no requieran frecuentemente de cambios geogrfico
s. \par
}
8 \cf0 2.3. - Beneficios de la calidad de vida en el trabajo
\cf0 \fi450 {\b0 La}{\b0 implementaron}{\b0 de}{\b0 Proyectos}{\b0 de}{\b0
Calidad}{\b0 de}{\b0 Vida}{\b0 en}{\b0 el}{\b0 Trabajo,}{\b0 puede}{\b0 r
esultar}{\b0 beneficios}{\b0 tanto}{\b0 para }
\cf0 {\b0 la}{\b0 organizacin}{\b0 como}{\b0 para}{\b0 el}{\b0 trabajador,}{
\b0 lo}{\b0 cual}{\b0 se}{\b0 puede}{\b0 reflejar}{\b0 en: }
\cf0 {\f0\fs23 \bullet }{\b0 \f40 }{\b0
Evolucin}{\b0 y}{\b0 Desarrollo}{\b
0 del}{\b0 trabajador }
\cf0 {\f0\fs23 \bullet }{\b0 \f40 }{\b0
Una}{\b0 elevada}{\b0 motivacin }
\cf0 {\f0\fs23 \bullet }{\b0 \f40 }{\b0
Mejor}{\b0 desenvolvimiento}{\b0 d
e}{\b0 sus}{\b0 funciones }
\cf0 {\f0\fs23 \bullet }{\b0 \f40 }{\b0
Menor}{\b0 rotacin}{\b0 en}{\b0 el
}{\b0 empleo }
\cf0 {\f0\fs23 \bullet }{\b0 \f40 }{\b0
Menores}{\b0 tasas}{\b0 de}{\b0 a
usentismo }\par
}
(3) {\ul E}{\ul N}{\ul C}{\ul I}{\ul C}{\ul L}{\ul O}{\ul P}{\ul E}{\ul D}{\ul
I}{\ul A}{\ul }{\ul D}{\ul E}{\ul L}{\ul }{\ul M}{\ul A}{\ul N}{\ul A}{\ul G}
{\ul M}{\ul E}{\ul N}{\ul T}{\ul ,} Mxico, Editorial Mac Graw Hill, 1998, pag. 1
29 \par
}
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}}\par}{\phpg\posx1290\pvpg\posy1584\absw3431\absh1510 \f40 \fs18 \cf0 {\f0\fs24
\bullet }\f40 \fs18 \cf0 {\f10
Menos}{\f10 quejas }
{\f0\fs24 \bullet }{\f10
Tiempo}{\f10 de}{\f10 ocio}{\f10 reducido }
Mayor}{\f10 satisfaccin}{\f10 en}{\f10 el}{\f10
empleo }
Mayor}{\f10 eficiencia}{\f10 en}{\f10 la}{\f10
organizacin. }\par
}
\cf0 2.4. Limitaciones de los proyectos de C.V.T.
cf0 \fi450 {\b0 Los}{\b0 Proyectos}{\b0 de}{\b0 C.V.T.,}{\b0 de}{\b0 la}{\b
0 misma}{\b0 manera}{\b0 que}{\b0 tienen}{\b0 sus}{\b0 beneficios,}{\b0
tambin}{\b0 tiene}{\b0 algunas }
cf0 {\b0 limitaciones,}{\b0 las}{\b0 cuales}{\b0 mencionaremos}{\b0 a}{\b0
continuacin: }
cf0 {\f0\fs24 \bullet }{\b0 \f40 }
Algunos empleados no deseen mejorar su C.
V.T.
cf0 \fi450 {\b0 Esto}{\b0 se}{\b0 da}{\b0 en}{\b0 organizaciones}{\b0 es}{\

b0 que}{\b0 los}{\b0 empleados}{\b0 son}{\b0 incapaces}{\b0 de}{\b0 asumi
r}{\b0 una}{\b0 nueva }
cf0 {\b0 responsabilidad,}{\b0 son}{\b0 reacios}{\b0 a}{\b0 trabajos}{\b0 e
n}{\b0 grupo,}{\b0 les}{\b0 desagrada}{\b0 reaprender,}{\b0 les}{\b0 desag
radan}{\b0 los}{\b0 deberes }
cf0 {\b0 ms}{\b0 complejos,}{\b0 por}{\b0 lo}{\b0 que}{\b0 la}{\b0 implemen
taron}{\b0 de}{\b0 Proyectos}{\b0 de}{\b0 C.V.T}{\b0 se}{\b0 hace}{\b0 ms}
{\b0 difcil. }
cf0 {\f0\fs24 \bullet }{\b0 \f40 }
Los mejores trabajos no concuerden con los
pagos que se reciben.
cf0 \fi450 {\b0 Al}{\b0 mejorar}{\b0 los}{\b0 empleos}{\b0 los}{\b0 emplead
os}{\b0 ahora}{\b0 pensaran}{\b0 que}{\b0 lo}{\b0 que}{\b0 reciben}{\b0 d
e}{\b0 paga}{\b0 no}{\b0 va}{\b0 de}{\b0 acuerdo}{\b0 a }
cf0 {\b0 los}{\b0 nuevos}{\b0 deberes,}{\b0 o}{\b0 los}{\b0 nuevos}{\b0 pr
ocedimientos}{\b0 de}{\b0 trabajo,}{\b0 por}{\b0 lo}{\b0 que}{\b0 desearan
}{\b0 obtener}{\b0 un}{\b0 mejor}{\b0 sueldo. }
cf0 {\f0\fs24 \bullet }{\b0 \f40 }
Aumento de costos
cf0 \fi450 {\b0 Luego}{\b0 de}{\b0 replantear,}{\b0 mejorar}{\b0 o}{\b0 ree
structurar}{\b0 los}{\b0 puestos}{\b0 de}{\b0 trabajo}{\b0 es}{\b0 posibl
e}{\b0 que}{\b0 se}{\b0 necesite}{\b0 nueva }
cf0 {\b0 tecnologa,}{\b0 nuevos}{\b0 ambientes,}{\b0 nuevas}{\b0 herramientas
,}{\b0 nueva}{\b0 capacitacin,}{\b0 lo}{\b0 cual}{\b0 har}{\b0 que}{\b0 la}
{\b0 organizacin }
cf0 {\b0 tenga}{\b0 mas}{\b0 costos}{\b0 en}{\b0 su}{\b0 funcionamiento. }
cf0 {\f0\fs24 \bullet }{\b0 \f40 }
El equipo tecnolgico no es adaptable
cf0 \fi450 {\b0 Algunas}{\b0 organizaciones}{\b0 realizan}{\b0 inversiones}{\
b0 tan}{\b0 gigantescas}{\b0 en}{\b0 equipos}{\b0 tecnolgicos,}{\b0 que}{\b
0 no}{\b0 pueden }
cf0 {\b0 hacer}{\b0 cambios}{\b0 sustanciales}{\b0 mientras}{\b0 estos}{\b0
no}{\b0 se}{\b0 sustituyan.}{\b0 Cuando}{\b0 las}{\b0 condiciones}{\b0 te
cnolgicas }
cf0 {\b0 problemticas}{\b0 se}{\b0 combinan}{\b0 con}{\b0 actitudes}{\b0 neg
ativas}{\b0 del}{\b0 empleado}{\b0 en}{\b0 lo}{\b0 concerniente}{\b0 al}{\
b0 mejoramiento}{\b0 de }
cf0 {\b0 las}{\b0 condiciones}{\b0 de}{\b0 trabajo,}{\b0 ste,}{\b0 se}{\b0
hace}{\b0 inapropiado}{\b0 mientras}{\b0 no}{\b0 se}{\b0 transforme}{\b0 e
l}{\b0 ambiente}{\b0 para}{\b0 hacerlo }
cf0 {\b0 ms}{\b0 favorable. }\par
}
8 \cf0 III. Conclusiones
\cf0 {\b0 -}{\b0 Los}{\b0 proyectos}{\b0 de}{\b0 CVT}{\b0 buscan}{\b0 el}
{\b0 bienestar}{\b0 y}{\b0 desarrollo}{\b0 de}{\b0 los}{\b0 trabajadores}{
\b0 y}{\b0 al}{\b0 mismo}{\b0 tiempo}{\b0 la }

\cf0 \fi135 {\b0 eficiencia}{\b0 organizacional.}{\b0 Son}{\b0 beneficiosos}{
\b0 para}{\b0 ambos. }\par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101
01010101010101010101010101010101010101010101010101010101010101010101010101010101
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02030405060708090a0bffc400b5100002010303020403050504040000017d010203000411051221
31410613516107227114328191a1082342b1c11552d1f02433627282090a161718191a2526272829
2a3435363738393a434445464748494a535455565758595a636465666768696a737475767778797a
0101010101010101010000000000000102030405060708090a0bffc400b511000201020404030407
05040400010277000102031104052131061241510761711322328108144291a1b1c109233352f015
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5a636465666768696a737475767778797a82838485868788898a92939495969798999aa2a3a4a5a6
00ffd9
7 \cf0 - Los beneficios que brindan permitirn a la organizacin orientar sus fuerza
s y recursos que antes usaban
\fi135 en enfrentar los problemas de los trabajadores previos a un proyecto de
CVT, hacia actividades de mayor
\fi135 importancia para el logro de sus objetivos.
- Toda implementacin de un proyecto de CVT implica en muchos casos costos adici
onales a la empresa,

\fi135 lo cual podra ser un limitante, pero en el futuro, al ganar eficiencia or
ganizacional, estos serian cubiertos.
- La CVT intenta mejorar el grado en que los miembros de una organizacin sern cap
aces de satisfacer
\fi135 importantes necesidades personales. \par
}
\cf0 IV. Bibliografa \par
}
FRENCH, Wendell, {\ul D}{\ul e}{\ul s}{\ul a}{\ul r}{\ul r}{\ul o}{\ul l}{\ul l}
{\ul o}{\ul }{\ul O}{\ul r}{\ul g}{\ul a}{\ul n}{\ul i}{\ul z}{\ul a}{\ul c}{\u
l i}{\ul o}{\ul n}{\ul a}{\ul l}{\ul ,} Editorial Prentice Hall, 1996, 5ta Edicin
, 375 p.p.
GIBSON, IVANICEVICH, DONELLY, {\ul L}{\ul a}{\ul s}{\ul }{\ul O}{\ul r}{\ul g}
{\ul a}{\ul n}{\ul i}{\ul z}{\ul a}{\ul c}{\ul i}{\ul o}{\ul n}{\ul e}{\ul s}, E
ditorial McGraw Hill, Madrid, 8va Edicin, 1996,
\fi570 908 p.p. \par
}
ROBBINS, Stephen y Otros, {\ul F}{\ul u}{\ul n}{\ul d}{\ul a}{\ul m}{\ul e}{\ul
n}{\ul t}{\ul o}{\ul s}{\ul }{\ul d}{\ul e}{\ul }{\ul A}{\ul d}{\ul m}{\ul i}{
\ul n}{\ul i}{\ul s}{\ul t}{\ul r}{\ul a}{\ul c}{\ul i}{\ul }{\ul n}{\ul ,} Mxico
, Editorial
\fi420 p.p.
STONER, Jonh y otros, {\ul A}{\ul d}{\ul m}{\ul i}{\ul n}{\ul i}{\ul s}{\ul t}{
\ul r}{\ul a}{\ul c}{\ul i}{\ul }{\ul n}{\ul ,} Mxico, Editorial Prentice Hall, 19
96,
\fi570 668 p.p.
{\b {\ul D}{\ul i}{\ul r}{\ul e}{\ul c}{\ul c}{\ul i}{\ul o}{\ul n}{\ul e}{\ul
s}}{\b {\ul }{\ul e}{\ul n}}{\b {\ul }{\ul I}{\ul n}{\ul t}{\ul e}{\ul r}{\ul
n}{\ul e}{\ul t}{\ul .}{\ul -} }\par
}
http://www.jbp.com/jbjournals/tocs/hrdq-3art.html
http://200.34.41.59/portafolio/desarrollo.html \par
}
ingles) \par
}
{\phpg\posx8490\pvpg\posy7843\absw2074\absh196 \f10 \fs17 \cf0 \f10 \fs17 \cf0 P
rentice Hall, 1995, 485 \par
}
http://www.ciudadfutura.com/psico/articulos/trabajoyamistad.htm
http://spin.com.mx/'rjaguado/vidat.html \par
}
}

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