Recursos humanos

FINAL PAPER
Adel Toumi
Alfonso León

Some behavioral researchers as psychology, political science, economics, sociology, began to study organizations. The focus of organizational science, studies the overall organization and not just the individual. This movement combines some aspects of previous flows for the behavioral sciences
As social systems are, organizations have theirculture, which is fundamental to understand and study. Culture is the set of ways of thinking, feeling and acting (such as customs, beliefs, attitudes, languages, habits, values, norms, knowledge), which, to be borne and shared by multiple individuals and / or groups, objects and symbols serve to make them a distinct community and specific.

Organizational cultures have the following characteristics:An attribute of the identity of the organization.
May or may not be formalized.
• Installed by imitation, interaction and learning.
Are accepted and implemented by members of the organization while belonging to it.
Reinforce and feed back through the institute's own criteria. However, they are dynamic and often experience changes that often are beyondthe control of the organization and its members.
• They develop a framework of reciprocal interactions with the context.
They may have their own profile or seek to emulate other successful organizational cultures.

Experience shows that culture is often an important fortress or a drag on the organization. Some promote innovation, the challenges that lead to progress and promote theinitiative. Restrict other participants, the void and numb. Either way, culture is a key element in the life of any organization. Every leader should be aware that social systems such as organizations, are cultural systems, and then act accordingly.

Culture has many functions within the organization. First, it has a role in defining borders, that is, it creates distinctions between oneorganization and others. Second, it conveys a sense of identity to members of the organization. Third, culture facilitates the generation of a commitment to something larger than the personal interest of an individual. Fourth, increase the stability of the social system. Culture is the social glue that helps to bring the organization to provide appropriate standards of what to do and say the employees.Finally, culture serves as a mechanism of control and wisdom that guides and shapes the attitudes and behavior of employees.


Creation and maintenance of culture:

The culture of an organization does not come from air. Once established, rarely fades.
The current customs, traditions and general way of doing things are mostly due to what has been done before and the degree of success ithad with these companies. This brings us to the ultimate source of the culture of the organization: its founders.
The founders of an organization traditionally have a greater impact on the initial culture of that organization. They have a vision of what should be the organization. They are constrained by custom or previous ideologies. The small size often characterize the new organizationsfacilitates further imposition of the vision of the founders of all members of the organization.

Once you have established a culture, there are practices within the organization to keep operating by giving employees a number of similar experiences. For example, the selection process, criteria for performance evaluation, training and development activities of the race, etc. Three forces play aparticularly important part in maintaining a culture: selection practices, the actions of senior management and methods of socialization.

Selection: The selection process maintains the culture of an organization to take those individuals who might attack or undermine its core values. This may be on purpose or inadvertently.

Senior management: With what they say and how they behave, senior...