New Paradigms in the Chain of Command
New Paradigms in the Chain of Command
In the middle of the industrial era, with rigid command structures, organizations built their charts based on the precept that each individual in the organization is a structure element. Is subordinate to someone and may possibly be responsible for people in the chain of command.
All departments and sectors functioned as a large flow of data and information following the logic of moving the documents necessary to meet the production, storage, sale and distribution. Today most organizations still works that way, but follows another perspective, the management of information and knowledge.
In recent years, the tools created allowed the capture of market information with much greater precision and speed that businesses demand. The logic of the transformation of information into knowledge is revolutionizing all the steps.
Discovering their own paradigms
The first time for change organizations from the industrial to the knowledge age is to recognize the role of knowledge in the organization. How do they get the information out, interpret, tombstones and deliver to decision makers. Then, a deeper analysis to discover what degree of importance that information has on the organization's strategy. Every organization today is in need of knowledge, need to add knowledge to the product or service, create differential, analyze the competitive market, produce competitive advantages.
The main analysis should be performed is to discover what are the current paradigms in the organization. When you hear people say embodied in organizations such expressions as "it was always like," "it was always slow", "always took more than a week," "just for next week, we're full service." If companies to list all your sentences devoted discover their paradigms and may begin to think of them as a way to produce new knowledge or expertise that can generate a new organization.
If the current paradigm is "the company is hopeless", then the changes are profound and rooted in the culture of older employees. Breaking paradigms is the watchword in the knowledge era. Creating something new is not necessarily innovate, invent, but to reconstruct, rebuild, another way of thinking rethinking the organization as a modern, contemporary, politically correct, sustainable, biodegradable, respectful air, water, health, welfare . That produces no damage without disrupting the environment without changing the biosphere, pollution free, with no pesticides, no preservatives that damage the planet.
It's hard to imagine that changes in organizations may be because the technologies are failing to realize, see, that was previously hidden by the smoke of the industrial progress perverse. It's hard to imagine that the people of the era of knowledge research and evaluate their individual positions, training, culture, collaboration with each other, interactivity, virtuality.
After the organization discover the paradigms that exist today, you can start working to identify them, break them and wipe them out. Many tools allow you to see the current paradigms in organizations. Business Intelligence is a system that allows using tools such as data warehousing, online analytical processing and data mining, manipulate the information to extract from them the existing paradigms.
Older individuals in the organization are worth their weight in gold today, as are the living culture of the organization was and how it worked, and she did not, at some point in their history, that she lost gradually its capacity problem solving, losing competitive advantage, leaving a situation of dominance in the industry for a measly percentage of sales in the area. Many organizations use crises to exchange occasional momentary or former employees by younger, lower pay, and a new culture, university immediately.
One of the four biggest reasons organizations break is the loss of organizational culture, the other three are old technology, increasing the degree of uncertainty in strategic decision making and management without knowledge.
Discovering their paradigms organizations can discover their weak sides and their strong sides. Industries in modernity can not work like the industrial age. Times have changed, the resources are scarce and expensive, the margin for error is much smaller, and the people you hire today, they want to hold further learning, the opportunities offered by the organization for personal growth. You need to find fast and what the company needs to effectively and efficiently and improve, and what has to inefficient and ineffective to kill or to enhance reversal.
Technological Paradigms - Industrial Age
Many organizations today tout their successes or failures are due to technology. Or why they are using the best possible way and that boosted business, created knowledge and is innovating more, or because we have not discovered it and have a strong appeal to conventional production, low productivity rates, sales for fear of local distribution networks global industrial parks with outdated technology or outdated.
Technology as a tool to support information capture, information processing, cutting tools of information, in recent decades has contributed greatly to cause significant advances. The information and communication technologies pose to the world of knowledge was fundamental part of the process of modernity, organizational improvements and substantial increase in competitive advantage.
Organizations that are out of the technological resources face barriers in accessing the information, in partnership projects, communications with suppliers and customers in government procurement projects, the prospects for expansion of the project of globalization, foreign sales, distribution networks , etc..
The technology incorporated in the business today is no longer an option, it is an obligation, without which the organization is out of big business, the necessary partnerships and groups that do business through the closed and open communities, social communities and communities of practice of large corporations.
The paradigm of technology or lack of it in the organization is the great paradigm to be conquered, overcome, persecuted and driven by contemporary organizations. Some paradigms have been overcome by most organizations: acquisition of computers, networked computers, Internet use, creation of intranet, extranet for suppliers and a range of services available today that streamline, improve, enhance and improve the corporate culture .
People Management - Industrial Age
The existing paradigms for individuals who work in organizations today are enormous and require much effort on training needs of new and improved corporate culture, skills training, new skills and attitudes.
The paradigms of the industrial era are still in business, because people who work in them came from this time bring in their experiences and experiences, initiatives that contemplated the thought of the time and reflection on the organizational structure imposed depending on the product and or services, not function of people. The new generations of individuals who are employed in organizations are not impregnated methodologies of the industrial age and have a new vision focused on administrative and knowledge management practices and the application of modern and contemporary methodologies.
Much has been done and much to be done for the new generations of organizations that address the information to improve their decision making. The people management challenge seeks to modernize and bring organizations to the present, through skills and methods, policies, practices and techniques, which aim to manage the internal behavior in order to enhance human capital and intellectual.
The existing paradigms range from the way organizations recruit and select new individuals for their staffs, and they prepare their training and organizational developments. The network of opportunities available today demonstrates that the strategic plans aimed at improving cultural organization should be constantly reviewed in order to change behavior in the form and content to find new values and keep talent in the organization.
People management is focused on formal groups and communities of practice to perform key role in improving educational and cultural organization, from clearly defined strategies, supported by participatory efforts, promoting the management skills that will develop methodologies to improve in their individual skills and attitudes needed to build a technical and behavioral profile that is in tune with the goals of the organization.
The training projects and training of people in the industrial age were tied to the culture of the product or service, and administrative and financial efforts aimed essentially the internal operation of the organization, with little or no involvement with the market, unless the department and sectors of the organization that bought or sold the inputs and outputs.
The instrumentalization of the HR management of the industrial age was based mainly on the resources for formal and instrumental individuals, without a strategic plan to attract and retain talent or value. The high turnover and organizational culture was marked up all the time, bartering with the top management.
The corporate education, coordinated by HR departments and training were focused mainly on the basic training. As the organization's information was not available to all individuals seeking to retain the information as a way to hold their jobs and the prevailing order that "no one knows how it's done!" And "the company can not fire me because no one know how do it "and others.
The databases were closed, no access by all, and strategic information belonging only to a few individuals. Information flows were directed primarily to the progress of production and the formal documents of the organization.
Current paradigm in the era of Knowledge
Today organizations have the contribution of information and communication technologies. All individuals have access to many information about the company. Individuals know the opinion that the market has the organization, are available on the Internet, virtual communities and social. The information exchange is much faster via mobile devices. The more people interact over the Internet to form study groups, leisure, discussion forums, groups and corporate education very participatory and collaborative.
In the new paradigms capture speeds are fast, the amount of daily information is bulky, requiring systems and tools that capture the information and it is handled, prepared for decision makers. Information technologies have brought tools such as data warehouses, data warehouses for analyzing large volumes of data. The best known tool for the exploration of a data warehouse is the Online Analytical Processing (OLAP), or Analytical Process in Real Time.
With the advent of the Internet and data growing year after year, it was necessary tools that could also debug real-time information that reached thousands of organizations every day. Thus the implementation of data warehouse has become a great competitive advantage in organizations and the most important tool used by Business Intelligence, a system that coordinates all the tools that participate in management and information support. All this is to dramatically decrease the percentage of uncertainty in decision making and thus create real competitive advantages.
Business Intelligence also called Business Intelligence, refers to the process of collecting, organizing, analyzing, sharing and monitoring information that support the business management or decision making. This term has recently emerged in the 80s, and describes the abilities that organizations created to explore information (within the data warehouse) in order to improve them significantly in their understanding by helping decision makers. In the new paradigm of the knowledge era, an organization ought to know from the data stored in their databases, which are important and vital information and transform them into strategic and qualitative information.
New paradigms in information technology work platforms multidimensional standard (consistent data format, minimizing space, reduction of redundancies), which substantially increases the performance of queries. The great advantage since multidimensional models is the ability to interrelate multiple tables (JOIN), allowing views of the diagnoses on the organization, market, government, or financial health.
The OLTP system (Online transation processing), are systems that have the task of monitoring the process and routine basic functions of an organization. Information such as payroll, billing, inventory, daily shopping, product sales, cash flow, and others. Organizations invest a lot of competitive advantages in information in front, that is, information that occurs in real time. In the paradigm of the industrial age, this information would be ready only after accounting a few days or months after the triggering events. In the era of knowledge, such information is available seconds after that were generated in the system, giving access to everyone in the organization who need this information for decision making.
Data mining, or commonly called data mining is a process of discovering patterns in large bodies of existing data. This technology allows, for example, profiling individual consumption, visits to sites, consumer credit cards and so on.
In the new paradigm organizations accumulate knowledge and intelligence as they invest in projects that give them information on sustaining your competitive advantage. For some organizations this culture is vital for their survival. Many organizations were established to work primarily with the information and provide their customers with information more timely, targeted at specific goals. These services allow individuals will spend the time looking for information in newspapers and magazines and the Internet. For just reading too much "junk." These organizations produce an object called "clipping", short stories, quick, but accurate in business and which are now highly marketable.
Most large corporations buying and generates many clippings to the individuals, their formal groups, informal communities of practice, and employees who deal with strategic information.
Another paradigm of modernity are the CRM (Customer Relationship Management, a set of processes and technologies that generate relationships with customers and prospects and business partners through marketing, sales and services, regardless of the communication channels are used.
New paradigms are concerned with standardizing the information and processes to improve business, knowing where the customers are, what they are buying and make an aggressive marketing that they turn to organizations.
If at a very recent efforts were to keep the customer-focused organizations, in modernity, the paradigm is to keep customers focused on the organization. The instruments that allow this are: systems, tools, intelligence and management.
Informal Times - New Paradigms
Within organizations, community groups and communities of practice have access to the market much faster and discretion than the formal communication groups. Thus, these organizations lay network meetings and studies, a way to have inside information. Therefore, invest heavily in training its people, even if they already have a high profile cultural. Not always are after training or business training, but new information, new ideas, new concepts and new paradigms.
But are the Times reported that they have the best privileges, accumulate as high posts in the organization and can take advantage of meetings, lectures and meetings with principals, superintendents and presidents of organizations to exchange information, learning partnerships, close business, and consolidate their spaces and territories in the competitive global market.
The Times reported through these meetings also enable the search for talent in the market that can contribute their expertise and lessons on behaviors, experiences and experiences in relationships and attitudes, as well as the skills and competencies. One of the most famous of the Times reported are the knowledge management meetings that occur with increasing attendance. In these meetings we discuss the major aspects of how information is transformed into knowledge and how individuals can transform this information into knowledge.
While the paradigm of the industrial age was to win new customers in the current paradigm, the main concern is to keep them customers, regulars, potential, real, make them "used" to products and services of the organization. For this, we must know the customer and know what he likes and how he thinks and what their consumption profile. The CRM can help this administration's latest building, the Times reported but are going to customers, how they live, participating in their events, enjoying the same things, walking in his footsteps.
In the paradigms of the industrial age individuals were heads, controlled people, centralize authority, established goals, drove with rules and regulations, departmental and focus. In the current era of knowledge paradigm is for individuals who are facilitators, distribute leadership, reconcile visions and strategies, shared values to guide, assist and unify, have expanded the focus more and feel that the company is the center of their work and not department.
New Paradigms for Business and Individuals
In the current administration of the organizations command posts are contingency operations and react to the strategies and tactics are constantly maximized, and have flexibility and constant innovation, protect themselves against obsolescence and lack of acculturation business has a high level of communication between the posts and ongoing collaboration.
The individuals occupying positions of command in organizations, are directed to interpret reality in a constantly changing and transforming, seeking efficiency and effectiveness of their equipment and tools, develop and promote the capabilities of their subordinates, seeking constant organizational learning, create, facilitate, promote and disseminate knowledge of any organization of its individuals and their peers.
The technology has brought computers, automation, the Internet, information and the need to interpret and make decisions. A new need to relate internally and externally, seeking partners, knowledge, customers, suppliers, solutions to improve and increase competitiveness.
The technology has brought, so the complexity and with it the need to have more product knowledge, people, other businesses, competitors, government, market.
There is much more embedded intelligence in products and services than in the industrial age. There are new products, new services, technological innovation, complex processes, management tools. In the industrial era was the model of production scale, skilled labor, the response time of the decisions was large, the performance space was limited and defined, the result of production was always tangible.
In the knowledge era, the production model is flexible in the workforce is versatile and entrepreneurial decisions are made in real time, your work space is unlimited and undefined and the result of the production po9de be intangible.
In this new paradigm of production factor is knowledge. The activities aggravate value, knowledge value-added, technology adds value.
Currently we are seeking are the competitive advantages through quality and skills of its members, able to understand these phenomena, business knowledge, flexibility to changes, respect for differences and inequalities, teamwork, dealing with uncertainties, not stop making mistakes, learning from mistakes, be adaptable, recyclable and learning to learn forever.
In the chain of command, the new paradigms are commands interdisciplinary, cross, listening, sharing results and successes, responsibilities distributed commands without borders and fiefdoms, vision of the department, the enterprise as a whole and the market. The search for expertise without losing sight of the systemic vision, focus on human capital, intellectual capacity, automatic generation of skills, promote improvements in skills, and attitude change.
In the new paradigm, commands invest in knowledge, tacit and explicit, most who know the conditions are given to learn more. The command focuses on people, not processes, focuses on goals and not in controls. The new command strings investing in effective strategies look for results, the means constantly change, seek information from different sources, encourage creativity, innovate, invest in technology.
Chains of command of organizations, managers are more concerned with people and invest in corporate education constant, continuous, motivate individuals to change their. Organizations that understand their current paradigms also gain competitive advantages, because the biggest challenge before you understand what is happening with the organization is to understand what is happening to people.