THE EIGHT TRENDS THAT SHAPE ORGANIZATIONAL TRENDS Jos Luis Pariente F 20 of october, 2011

There is consensus in pointing out that the development of the world, characterized by, among other things, globalization, strategic alliances, technological progress, democracy, environmental awareness, the rise of organized civil society and the new role of citizenship, make conditions affecting public and private organizations.

This reality requires institutional change, and with it, the organizational culture. The nature of the change involves organizations and their leaders have to manage with a proactive attitude (Stewart, 1992). The transformation of the organizational culture is a matter not only relevant but strategic.

The change brings a new type of organizational culture, defined by a new way of thinking and viewing the organization, a new way of carrying out activities and attitude always open to innovation and creativity. All this affects the overall effectiveness of the organization.

The importance that is now given to the organizational culture is clear and is aware that must be left behind the remnants of a culture still present bureaucratic and paternalistic, and advance democracy and self-criticism, as

noted by The Economist Intelligence Unit (2000 ). Trends by organizational culture walking now favor the following topics: 1. Competitiveness: Globalization and economic liberalization are phenomena to which

organizations have to face. The competitiveness becomes a fundamental element for the success of any organization and requires leaders and its members make greater efforts to achieve high levels of productivity, efficiency and effectiveness.

Two. Flexibility: Organizations must have thinner and more flexible structures to change. This should lead to lower levels of management oversight vertical and get better communication and more responsive.

Three. Lifelong learning: The development of knowledge and skills to increase the capacities of members of the organization is essential. The extension of the collective organizational learning allows the institution to have a trained and motivated force, which enhances the chance to compete. The organizations themselves should be generating learning, in order to train and develop capabilities to capitalize on the knowledge they generate. Doing it becomes a competitive advantage to offer best results.

April. Continuous improvement:

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Continuous improvement implies-is central-the responsibility of its members, which means not only be willing to perform tasks right the first time but to be always engaged in innovation. The members of the organization have to question what you do and propose new ways of doing things. Continuous improvement has a positive impact on the members of the organization. May. Environmental awareness: Now organizations must be sensitive to the environment in which they are found and developed, but also promote institutional practices that save on energy use and all the inputs used in the workplace.

June. Intense communication: Timely and relevant information about what happens in the organization and its environment, and have flexible communication mechanisms keeps the whole institution and its members in the same tune and to share expectations clearly.

July. Working in multidisciplinary teams: The shared vision is essential to the success of the organization and that requires multidisciplinary teams to ensure achievement of strategic objectives. Teamwork by itself causes higher levels of understanding and trust. The group participates in making decisions and in doing so, its members are supporting the organization.

August. Citizenship and civil society:

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Citizens and civil society organizations require better care and intervention calls for more spaces in the construction of the public. Organizations can not ignore this reality and their structures must respond to the new role of citizenship in democratic societies.

Sources Herbert, Theodore T. (1976): Dimensions of Organizational Behavior. Collier Macmillan Huse, Edgar F. (1975): Organization Development and Change. West Publishing Co. Katz and Kahn (1977): Social Psychology of Organizations. Mexico: Threshings. Lawrence, Paul R. and Lorsch, Jay W. (1969): Development of

Organizations. - Diagnosis and action. American Education Fund, 1973. McNeil, Elton B. (1975): The Nature of Human Conflict. Mexico: Fondo de Cultura Econmica. Lippitt, et. al. (1970): The Dynamics of Planned Change. London: Routledge. Luthans, Fred and Kreitner, Robert (1975): Organizational Behavior Modification. Mexico: Threshings, 1979. Margulies, Newton and Raia, Anthony P. (1972): Organizational

development: values, process and technology. Mexico: Diana, 1974. Omstead, M. S. (1975): The Small Group. Buenos Aires: Paidos, 6a. ed.