General objective Systematize experiences of companies around Change Management in Ecuador based on four variables organizational culture, work environment, communication and commitment. Justification The world of work faces important transformations in the contemporary world after the consolidation of a new model of flexible, global capitalist development and advanced liberalism worldwide, which has been accompanied by a restructuring of production and therefore of the model of organizations private, governmental and non-governmental. These changes have had important impacts on the needs regarding the skills and abilities that must be developed in the human teams that work within the organizations; as well as in the psychosocial effects of work in production and subjectivity. Currently, human talent has become one of the differentiating assets in the competition between organizations. The management of people who work within organizations has been key and is based on the strengthening and development of abilities and skills that favor performance to stand out from other organizations. In this context, the management and development of people requires a change in the existing paradigms; It is necessary to move from traditional models that were based on human resource management towards models focused on turning company work teams into their own talent managers. Thus, leadership fulfills a fundamental function, requiring all organizational teams to have people who are capable of positively influencing, motivating and developing differentiated teams, who are capable of being the pillars of the company's strategic management. It should be noted in the face of the aforementioned that in Ecuador change management is still a little studied topic and therefore scarcely applied in organizations, for this reason companies that have had a long history in the country are forced to enter into processes of merger with others that do manage the issue or are forced to deploy enormous efforts, with few results to alleviate crises that gradually become synergistic and, in the worst case, initiate closure processes, because they are unaware of the methodologies, processes and procedures that can be implemented to achieve change management. In this sense, it should be noted that very few organizations have created areas, teams that address change, reflect and apply proposals from a review of their own conditions, with advice in this line being an increasingly visible and constant need.
|Effective start/end date||22/01/18 → 22/01/18|
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