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Culture and Emerging Organizational Values in the Transcomplex Management
Author: Rosa Elena Barrios
Pineda
Universidad Fermín Toro, UFT
rosele_barrios2006@hotmail.com
Mérida, Venezuela
Abstract
Organizations are open systems where
individuals interact with different cultures, values, beliefs, behaviors.
Therefore, the organizational culture implies the sum of qualities, ways of
being, agreements that influence the behavior of those who are part of the
organization. The values reflect the shared conception of what is desirable;
establish guidelines for behavior, inside and outside the workplace. The
purpose of the research was to generate theoretical elements related to culture
and emerging organizational values in transcomplex management, which allows
organizations to adapt to the competitive, changing environment of the
postmodern world. The Qualitative approach was used, the information was
obtained through the bibliographic documentary design, the means used to
collect and analyze information: review, analysis of bibliographic references,
the results obtained as a result of triangulating the opinion of the authors
consulted on the subject, with the opinion of the researcher: The culture and emerging
values in transcomplex management, depends on the philosophical,
epistemological, methodological, bioethical analysis to inform its employees
and users the origin, the reason for being, evolution according to the
historical context, process and methods used, human dimension to understand the
life of the organization.
Keywords: culture
of work; cultural diversity; value systems.
|
Date Received: 17-01-2018 |
Date Acceptance: 11-04-2018 |
Cultura y Valores Organizacionales Emergentes en la
Gerencia Transcompleja
Las
organizaciones son sistemas abiertos donde interactúan individuos con
diferentes culturas, valores, creencias, conductas. Por ello, la cultura
organizacional implica la suma de cualidades, modos de ser, acuerdos que
influyen en el proceder de los que forman parte de la organización. Los valores
reflejan la concepción compartida de lo que es deseable, establecen las
directrices para el comportamiento, dentro y fuera del ámbito laboral. La investigación tuvo
como propósito, generar elementos
teóricos relacionados con la cultura y valores organizacionales emergentes en
la gerencia transcompleja, que permita a las organizaciones adaptarse al ambiente competitivo, cambiante del mundo
postmoderno. Se emplea el enfoque Cualitativo, se obtuvo la información a
través del diseño documental bibliográfico, el medio utilizado de
recopilar y analizar información: revisión, análisis
de referencias bibliográficas, los
resultados obtenidos producto
de triangular la opinión de los
autores consultados sobre el
tema, con la opinión de la investigadora: La cultura y valores emergentes en la
gerencia transcompleja, depende del análisis filosóficos, epistemológicos,
metodológicos, bioéticos para dar a conocer a sus empleados y usuarios el
origen, la razón de ser, evolución en
función del contexto histórico, proceso y métodos empleados, dimensión humana
para entender la vida de la organización.
Palabras clave: cultura del trabajo; diversidad cultural;
sistema de valores.
|
Fecha de Recepción: 17-01-2018 |
Fecha de Aceptación: 11-04-2018 |
1.
Introduction
Currently, organizations have the challenge of guiding,
strengthening their human potential towards obtaining better results both
individually, in groups and in organizations, as they move towards a paradigm
shift where the value of the intangible establishes its main difference,
oriented towards skills, abilities , knowledge that the organization has to
face increasingly complex and competitive environments, in addition to facing
challenges to evaluate the cultural elements that condition its social
dynamics.
The culture of an organization is exclusive,
intangible, implicit, is the result of the interaction between its members and
organizational structure that allows distinguishing one organization from
another, as well as being a guide in the behavior and the outcome of its
members. In addition, it transmits a sense of identity, influences the behavior
of employees towards a certain direction through standards, which allow them to
model their attitudes and behaviors.
However, the effective functioning of an organization
is conditioned by the values shared among employees. According to Hofstede
(2001a): states that "... values are conscious and affective desires or
wishes of people who guide their behavior inside and outside the
workplace" (p.10), the values provide guidelines for behavior in decision
situations .
The organizations that pretend to be excellent must
constitute the values as the fundamental base in the behavior of the human
resource; In turn, they represent qualities to evaluate the behavior of people,
myths, rituals, beliefs, communication, and language are therefore the set of
elements that constitute the essence of the organizational culture.
In this sense, it is important to consider
Organizational Culture and Organizational values, as an emerging Mink, since
they present a set of properties in common: complex collective behavior,
sophisticated information processes and adaptation through learning or
evolution. it requires internal as well as external integration of the parts
that make up the organization, which would allow an in-depth analysis, to
understand the importance of its characteristics: principles, beliefs, norms,
strategies, leadership styles, formal and informal structure and Understand the
dynamics of the organization in its environment.
On the other hand, organizations need to reinvent
themselves; adapt to social, cultural, political and economic changes that
allow them to survive in competitive, globalized environments and influenced by
technological advances, considering that these changes directly and indirectly
affect management activity. As described by Bulent and Ceylan, (2009):
As a consequence of the changes in the external environment of the
organization, the business environment changes day by day, these have an impact
on the success of the same, therefore, they must adapt to external changes in
order to maintain and develop a sustained growth in highly competitive markets.
competitive (p.140).
Any organization with aspirations of
excellence should be focused on expanding knowledge, employing methods, norms,
values, loyalty; that allows to face the reality, to adapt to the changing,
complex and uncertain context, being fundamental for the development and
progress of the same. Within this perspective are the Transcomplex organizations,
these allow to promote changes from their management philosophy, considering
all the organizational elements that come together in the efficient
administration of resources, in the follow-up of the experiences of the
organization, reflecting their success in the competition, using a more human
methodology.
Transcomplex management today becomes a
paradigm, is located in the reality of the organization where there is
diversity of relationships, contradictions, order, disorder and uncertainty,
submerged in a scenario of constant changes where satisfactory results are
required to guarantee the well-being of the members of the organization.
The approaches carried out lead to
generate theoretical elements related to the culture and emerging
organizational values in transcomplex management. In this regard, the
questions of the study arise: What are the theoretical philosophical
foundations related to the emerging organizational culture and values in
transcomplex management? Will a critical analysis from the current management
context allow defining the culture and emerging values in transcomplex
management? Generate theoretical elements, related to the organizational
culture and emerging organizational values in the transcomplex management
that makes it possible to adapt to the competitive and changing environment?
The general purpose of the research is to:
generate theoretical elements related to culture and emerging organizational values
in transcomplex management that allows adapting to the competitive and
changing environment of the postmodern world. For the purposes of the research
will be inquired about the organizational culture and organizational values,
the theory of Transcomplexity and Transcomplex organizations.
The research will be developed under the
qualitative approach, also called interpretive; This approach aims to study and
glimpse the culture and organizational values in the current context of
organizations, not only in order to know it, but also to understand and
interpret it from the perceptions and meanings conceived by the different
authors, in order to theorize the elements related to the culture and emerging
organizational values that are suitable for transcomplex management. This
research is of documentary design, focuses on understanding and interpreting
the opinions of the authors consulted on the reality studied from a perspective
of the transcomplex approach. The research is organized: summary, abstract,
introduction, background and theoretical assumptions, methodology, results,
final reflections, bibliographical references.
2.
Theory and Concepts
2.1.
Studies Related to the Thematic
Domínguez, Rodríguez and Navarro (2009: 1-7), in their
article entitled: Organizational culture for organizational health systems. In
this research, the importance and knowledge of the values to internalize the
culture in the health organizational systems is highlighted as the main
purpose. The authors came to the conclusion that the organizational culture and
organizational values represent important elements in the organizations
before the changes of the environment, because they allow their adaptation,
survival and growth, as well as; encourages motivation, participation and
decision making.
The article represents an antecedent, is linked to the
interest of the researcher, because it is about inquiring about the elements of
culture and organizational values, which can influence the different subsystems
that make up the organization, the article can provide relevant information on
culture and values emerging organizations in transcomplex management that
allows adapting to the competitive and changing environment.
Rodríguez and Romo (2013: 12-17), in their article
entitled: Relationship between Culture and Organizational Values, whose
objective was focused on determining the organizational culture and values
existing in workers of operational rank in a manufacturing organization and
the relationship between variables under study. The results obtained by the
authors revealed that the predominant organizational culture was the market
culture and the organizational value of the employees is that of
self-transcendence.
This article represents an antecedent; allows the
researcher to make a critical stance on the relationship of culture and
organizational values, identifying that they are essential variables in the
organization, pretending that the human resource is empowered by mission,
vision of the organization, as well; allows the interaction of their
objectives, they feel motivated, which would allow their loyalty and efficiency.
2.2. Theoretical references
In the conceptual theoretical field
it was necessary to know about organizational culture, organizational values,
transcomplexity in management, transcomplex organizations and transcomplex
organizational culture, in order to generate theoretical elements related to
culture and emerging organizational values in transcomplex management that
allows adapting to the environment competitive and changing postmodern world.
Next, the theoretical conceptual reference is described.
2.3.
Culture and Organizational Values
When referring to the term culture, it is pointing to assumptions,
beliefs, norms, values with respect to reality and human nature, in addition,
it represents characteristic as; ideologies, knowledge, values, laws,
traditions of ethnic groups and societies. Therefore, the contexts frame a
diversity of cultures; These provide elements of uniqueness to organizations,
precisely are those that determine the future of the organization.
Consequently,
culture is devised as an independent and external element that intervenes in
organizations, is transferred by staff to the organization, these in turn have
been persuaded by institutions such as family, church, community, education,
which come to be part of the organizational reality.
According
to Arias and Heredia (2009): they affirm that, "Organizational culture is
a holistic complex that includes the knowledge, beliefs, values, laws, customs
and any other capacity or habit shared by man as a member of a social
group" (p.197). As the essence of the raison d'être of the organization,
it is to achieve success; For that reason, the organizational culture
establishes a model of beliefs, behaviors and values for the members of the
organization, which will facilitate motivation, cooperation and commitment.
Hence,
the organizational culture has been the personality of the organization, which
is revealed through the employees, therefore, achieving a uniform
organizational culture depends on the explicit formulation of standards,
activities, values so that the members of the organization internalize and
adopt. Therefore, that the values within the organizational culture seek that
all its members identify with the activities and develop guided and
self-controlled behaviors.
Therefore,
the development of an organizational culture depends on management implementing
a philosophy where it is possible to conduct the performance of its members
articulating beliefs, norms, commitment, attitudes, values that guide the
daily activities of the human resource, therefore, the property of the values
immersed in the individual have an essential characteristic: they allow the
development of correct models of behavior; These are usually observable and
permissible, as well as, the strategic importance of organizational values is
framed in the construction of solid and healthy cultures, allowing their
perpetuity and transcendence in the market.
In
this sense Gordon (2001): indicates that, "a solid culture is determined
by shared values, a communication that allows the transmission of messages that
identify it and a leadership that directs the organization towards a new model
of development" (p.119). Organizational values provide development of
human talent, creating a sense of belonging, integration and cohesion. In
addition, the values flexibilize, recognize, adapt norms and controls in each
individual in the organization.
Regarding
the position of Hofstede (2001b): on the conception of organizational culture,
he expresses that "It is characterized by being holistic, historically
determined, related to the study of rituals, myths, legends, symbols and
values, socially constructed, soft and difficult to change" (p.180). The
organizational culture is influenced by the culture of its members and this can
be efficient only when employees share values that guide their behavior. Hence,
values are the determinant of the performance, their perceptions, beliefs,
attitudes, behavior of each individual, identifying facts, processes that give
their final action.
On the other hand, Gil and Ruiz (2010), state: values
"... reflect the shared conception of what is desirable, are the ideals
accepted by the group, which establish guidelines for daily behavior"
(p.203), therefore, the values allow to identify, reinforce attitudinal
positions to the members of the organization, which would generate stability in
their operation. Therefore, the values are decisive; These allow aligning
individual and group behavior to achieve success in the organization.
Defining the value systems is very useful because they
point to the success of the organization, therefore, it is required that they
be designed, exposed and implemented within the reality of performance in the
performance of each of its members. In this regard, Koontz (2001): express that
organizational values "... is a solid conviction about what is
appropriate and what is not, which guides the actions and behavior of employees
in fulfilling the purposes of the organization" (p.349). Likewise,
internalizing the values allows to strengthen the performance capabilities of
the human resource to promote favorable changes in the organization, for which
it is the responsibility of the management to inform its members of the plans,
strategies, decisions, as well as, of the good, correct, expected.
Therefore, organizational values are related
according to the context of application, culture and philosophy of the
organization. In this regard, Schein (2005): states that "The Core Values
are fundamental beliefs shared by the members of the organization and that
influence their behavior. These are disseminated through formal statements of
mission and corporate purpose" (p.60). From there, the culture and
organizational values are part of the premises of the society where it is
inserted, producing a basic coherence between the organization and social
environment.
2.4. Transcomplexity in Management
Currently
everything has to do with everything, the parts with the whole and the whole
with the parts; as noted, Schavino and Villegas (2010): who describe that it is
not possible to manage without the relational approach; where the texture of
the whole is conceived as the combination, mixture, changes, interlacing;
characterized by chance, uncertainty and a unified field of possibilities of
being.
Therefore,
management in transcomplex organizations, is the search for the elements that
make beings different, is to find in them the unity, the totality; it is to go
beyond the constitution of a whole, to perceive the interaction, feedback of
the processes, to become a whole; without losing sight of your individuality.
This vision implies that the human resource within the organization must act on
the planned with the aim of adjusting to the dynamic, complex, innovative
technology context, in which the human procedure integrates the organizational
procedure, in order to improve the organizational processes guaranteeing
success and permanence in the market.
However,
transdisciplinary thinking according to Lanz (2011a): "... is achieved
from the ability of society to adapt depending more and more on the set of
intellectual skills, knowledge and techniques acquired, as well as the
capabilities to solve problems that have their members" (p.101),
therefore, the essence of transcomplex management is to conceptualize the organization
as a whole, to find the potential of the workers by virtue of guaranteeing an
optimum level of knowledge in the intervention of any part of the work process.
, achieving progress and well-being, both individual and organizational.
Among other
ideas, the transcomplex approach considers human talent as the most significant
element of the organization, also includes artificial intelligence as an
indispensable element in the work routine to achieve the objectives; as well
as, manages the different resources from a broader perspective, through
different courses of action.
Therefore, the
importance, scope and impact of transcomplex organizations must be framed
within the paradigm of complexity that, according to Etkin (2010), states:
"Complexity is an approach that considers the organization as a space
where coexistence disorder and order, reason and unreason, harmonies and
dissonances" (p.28). From this perspective, the organization must
appropriate the transcomplex approach, this will allow different attitudes,
feelings, thoughts and a new action to come together among the members of the
organization, generating motivation, greater cohesion and communication between
them.
That is why, in
any public or private organization is essential to strengthen creativity,
motivation, commitment of its members to achieve high levels of
competitiveness, it also requires new actions in the direction of human
resources, manage, perceive the environment internal and external to achieve
its effectiveness. Therefore, the reality of the organization requires looking
for alternatives that help to renew the organizational culture.
On the other
hand, organizations must focus directly on the effectiveness of human
resources, on the reciprocity of individual, group and management labor
relations, taking into account the organization as a whole. These elements mark
the new paradigm; the one of the transcomplexity; this in function of
developing, transforming the mechanistic, structural, hierarchical
organizational system that seeks to reach only the organizational objectives
regardless of what happens outside the organization, to an organizational
system based on the dialogical relations between the internal-external
environment, in the productivity of the human-organizational resource, in
managing to adapt to the social environment where it operates.
So, being, is
the soul of the organization and as such is the driver of organizational
processes incorporating artificial intelligence, is the link between the
organization and the social environment, seeks to find the excellence of the
organization and satisfaction own.
In this sense, the transcomplex vision in
organizations implies that the members that are part of them must think
holistically; they must go beyond the established processes, from the
conventional, contribute to compliance with the rules, to possible solutions
that allow them to adapt efficiently to the increasingly confusing and unstable
context that organizations face. In this regard says, Morin (2008):
The
challenge of transcomplex organizations is contextualized in the need to have
breadth in knowledge, in the use of methods, paradigms; in the need to accept
and resort to any belief and / or discipline that allows us to attend to
reality, adapt to the environment, postmodernity being the fundamental paradigm
that is presented, from which one can think and do the organizations of today's
world (p.89).
Therefore, human capital is considered the productive
attribute of the organization, for its ability to face the challenges of the
environment through its skills, knowledge, techniques; as well as; of his
ability to solve problems, giving rise to learning by doing as a team;
important condition to face possible challenges that may arise in the
organizational context.
On the other hand, Lanz (2011b): manifests "A
transcomplex organizational culture is not only a theoretical postulation of
desirable horizon; it is about the emergence of a new rationality"
(p.168). The challenge of the organizational culture transcompleja this in the
cohesion between the philosophy of the organization and the thought - attitude
of its members in order to face reality and adapt to the changing, complex and
uncertain environment surrounding the organization; being fundamental for the development
of these.
3.
Methodological
Approach
The research will be developed under the qualitative
approach, and according to Rojas (2010): "... is a way of conceiving
reality, some methods to approach the study, as well as techniques and instruments
according to these methods and procedures of analysis and validation congruent
with the theoretical foundations that sustain it" (p.11). In this sense,
the aim is to study and understand the emerging organizational culture and
values in transcomplex management. The way in which the information of the
studied reality was obtained was through the bibliographic documentary design.
According to, Chávez (2007):
It is done on the basis of documents or
bibliographic review, based on written documents, statistics, official and
private archives. The purpose is to collect information from written documents,
not written that can be analyzed, can be classified as qualitative research
(p.130).
The procedure used to obtain
and analyze the information was oriented in the research and bibliographic
analysis consistent with the study context. The results obtained are the
product of triangulating the opinion of the expert authors consulted on the
subject, with the opinion of the researcher, which allowed to generate
theoretical elements related to the culture and emerging organizational values
in the transcomplex management.
4.
Presentation
of Findings
With respect to the
philosophical foundations of the organizational culture and contrasted organizational
values, it was determined: the organizational culture exerts influence on
individuals, groups and organizational processes, as well as, allows the
members of the organization to interact in the solution of problems, focused In
the attitudes, values, expectations, shared beliefs that have been incorporated
into the organization, therefore, they must consider a series of cultural
elements that allow them to implement management strategies.
The values must be explicit
since they guide the procedure within the organization; they are communicated
through stories, myths, legends; the organization must be consistent with them,
in order to create a culture where decisions and operations are developed
according to them, hence, there can be no culture without values.
In reference to the
organizational culture, it establishes knowledge, rules, rules, laws, habits,
customs that regulate behavior in the workplace, which is beneficial for its
members; it allows to moderate the behavior that could cause disturbances in
the work environment or disregard of the constituted norms. In addition, it is
an important element to predict the order and consistency of the life of the
organization.
It was determined that the
current era is characterized by globalization, where uncertainty, risk and
sudden changes, establish among themselves a set of factors that do not allow
the organization to develop, adapt, stay in the market in a successful manner,
it is for This means that a new, holistic, reinventing perspective is needed,
where its values and beliefs are redefined, therefore, organizations must
transform the way they perceive and value their members, propitiating
bidirectional communication spaces that allow the construction joint in the
innovation of culture in the organization.
In terms of transcomplexity,
organizations must be focused on the search for their identity through culture,
norms, values, loyalty; to the integration and sense of unity of the human
dimension; in this way, it would approach the comprehension of reality and
adapt to the changing, complex and uncertain context, being fundamental for its
development. The vision of transcomplex management is inclined towards the
human being and as such must be open to learning, to criticism, to the ethical,
to transform reality; elements that will allow productivity, prosperity and
well-being of its members and the organization.
The emerging organizational
culture and values in transcomplex management imply that the people and work
groups that are part of them must think transdisciplinarily; they must have
responsibility, qualities, skills, abilities, principles, values, and social
commitment. In addition, be trained in using technological tools to carry out
their work, with the purpose of developing and implementing strategies that
allow them to adapt efficiently to the constant changes in the organizational
environment.
The challenge is to have a
human resource with capacities, skills that allow them to produce, to perform
at their maximum; similarly, it must be motivated to effectively operate the
organization's perspectives. Hence, commitment, creativity, knowledge,
information management are considered; important elements that human resources
must possess in the transcomplex organization.
5.
Final
reflection
Organizations are undergoing changes and
are reorganizing themselves as a product of postmodern cultural dynamics, they
are obliged to manage with emerging logics, dislodging themselves from traditional
practices of leading the organization, with a new organizational vision that
goes hand in hand with the importance of the human approach and the
technological tools in order to promote an approach that allows social and
organizational integration, offering a quality service adapted to reality,
opening up creativity, ethics, logic, absurdity, sustainability, technology ,
to knowledge, to the uncertain; in order to be able to solve difficulties and
have the ability to make sound decisions.
Finally, in order to develop a culture and
values in transcomplex management, a careful analysis of the philosophical,
epistemological, theoretical, methodological and bioethical elements is
required to inform its employees and users, the origin, the reason for being,
its evolution in function of the historical context of the processes and
methods used for the execution of strategies and the human dimension to
understand the reason for being of the organization.
6. References
Arias, L., & Heredia, V., (2009). Administración de Recursos Humanos para el Alto Desempeño. México: Editorial Trillas, págs. 195-197.
Bulent, A., & Ceylan, A. (2009). The
role of organizational culture on effectiveness. COPÉRNICO,
Revista arbitrada de divulgación científica, Año VI, N°
12, págs. 139-140.
Chávez, C. (2007). Investigación
Iconográfica y Documental. México: Edición Conaculta, págs. 129- 130.
Domínguez,
S., Rodríguez, B., & Navarro, J., (2009). La cultura organizacional para los sistemas organizacionales de salud.
Revista médica electrónica, 31(6),
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Etkin, J. (2010). Gestión de la complejidad en las
organizaciones: la estrategia frente a lo imprevisto y lo impensado. Buenos Aires: Ediciones Garnica, págs.
27-28.
Gil I., & Ruiz, L. (2010). La nueva Dirección de Personas en la Empresa, España: Editorial McGraw-Hill, págs. 195-198.
Gordon, J. (2001). Comportamiento Organizacional. México: Editorial Prentice Hall,
págs. 119-119.
Hofstede, G. (2001a,b). Cultura y organizaciones. Madrid,
España: Alianza Editorial, págs. 10-180.
Koontz, H. (2001). Administración
una Perspectiva Global. México: McGraw-Hill, págs. 348-349.
Lanz, R. (2011a,b). Organizaciones Transcomplejas. Caracas,
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Morín, E. (2008). Introducción al Pensamiento Complejo. España:
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Rojas, B. (2010). Investigación
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Schein,
E. (2005). Cultura Organizacional y
Liderazgo. México: McGraw-Hill, págs. 59-60.
Rosa Elena Barrios Pineda
e-mail: rosele_barrios2006@hotmail.com
Born
in Mérida, Mérida state, Venezuela. Graduate
in Administration, graduated from the Universidad de los Andes. (ULA), Merida
State Merida. Specialist in Health Services Management at the Andrés Bello
Catholic University (UCAB). Master in Robinsonian Education at the Simón
Rodríguez National Experimental University. (UNESR). Administrator in the
IPASME, Vigía, Mérida state. Teacher, in the Aggregate Category of the Simón
Rodríguez National Experimental University (UNESR). Núcleo
el Vigía, state of Mérida.
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Version in Spanish -
DOI: https://doi.org/10.29394/Scientific.issn.2542-2987.2018.3.9.11.214-232