Cultura Organizacional: Diagnóstico y Gestión hacia entornos Saludables

Organizational Culture: Diagnosis and Management towards Healthy environments One of the occupations of the social fabric in the organizational area is to conceive companies that have a culture that allows the sum of the parts; Human development, economic growth among others. It is important to know if there are health environments and how to manage change, if need be. In these documents we allow ourselves to develop an inquiry in companies in the metropolitan area of Guadalajara, Jalisco, México, about the organizational culture. How the human factor in various organizations are conceived. Knowing faithful to an Organizational culture whereas a basic characteristic; clan as general figure of the company; the mentor as a guide of behavior, loyalty to staff and functions, in which unity it prevails. Also, characteristics of Fidelity to organization and wanting to remain in this sphere of culture. Staying in a traditional company with its particularities, where the hierarchy of the organization chart is recognized, to manage well-defined processes, which with the help of the coordinators of the parties allow clarity and permanence to formulate cultural stability. Finally preferring to be a company that adopts the Adhocracy, that is recognized as a group of innovative people, for whom in their work is the common denominator and what will lead them to the growth of knowledge of relationships, the culture of flexibility given that work and cultural disruption is based on it. It is an important mention that there are no pure cultures, that is, only clan, only market, only bureaucratic or adhocratic. What is found is a very interesting mix of these four types of culture, described above. Based on the instrument and model of Cameron & Quinn, the pertinent inquiry has been made to companies in the air business, textile and technology sector, which total around 50 companies and considering more than a thousand employees. This allows us a frame of reference of the current context of culture in organizations. As a sum of the parts, the results allowed us to know if organizational cultures are companies that express and privilege stability and order or are oriented toward flexibility and innovation. The response to research carried out in two years of work has allowed us to corroborate where we want to move organization in this organizational culture. Know the behavior of the organization to allow to manage its culture on the basis of staying, but in a way that the social fabric within the company is empathetic to the task. These researches allow to have a frame of reference for those who want to manage an organizational culture that moves towards a frame of reference of creativity and innovation, while remaining formal, market-oriented, and taking care and developing that the staff that integrates it.