Desarrollo Organizacional, Cambio Organizacional, Eficiencia Organizacional e Inteligencia Organizacional

Bibliografía: "Toma
de Decisiones y Procesos
Cognitivos en las Empresas y
Organizaciones" – Editado por The
Organization Development Institute International, Latinamerica
– 2005. Autor: Eric Gaynor Butterfield – RODP

Las organizaciones han sido concebidas bajo el modelo de
administración
científica y más adelante privilegiando los
aspectos humanos fuertemente vinculados con los afectos.
Posiblemente una de las revoluciones más grandes en cuanto
a concebir a una organización por separado de éstos
dos modelos, haya
sido el trabajo
monumental desarrollado por James March & Herbert Simon
titulado "Organizations" (Wiley & Sons –
1958).

Estos dos autores realizaron una importante
contribución en aquella época que llegó
incluso a permitir reinterpretar más correctamente muchas
de las conclusiones a que habían arribado anteriormente
muchos investigadores y académicos. Y es de destacar que
incluso hoy día, casi cincuenta años más
tarde, muchos directores y líderes empresariales como
así también consultores de empresas, no llegan a
aplicar hipótesis básicas sobre comportamiento
humano que han sido comprobadas en las ciencias del
comportamiento.

Tan sólo la distinción de James March
& Herbert Simon ("Organizations"; ya citado – 1958)
entre la decisión de participar y la decisión de
producir, en caso de ser aplicadas correctamente por los altos
directivos y líderes organizacionales como así
también por los consultores y asesores de empresas, puede
llegar a decidir la marcha exitosa y supervivencia de una
organización o su eventual fracaso.

Posiblemente no exista mejor introducción a este tema que –
paradójicamente – la Conclusión que se
incluye en el tratado mencionado. De allí que con orgullo,
lo incluimos a continuación.

"Conclusion. In this chapter and the previous one we
have examined the cognitive aspects of human behavior in
organizations. The study of organizations was generally dominated
in the first quarter of this century (XXth) by the point of view
of scientific management; in the second quarter by the interests
and approaches usually labeled "human relations". In the former
case, the human actors in organization were viewed primarily as
"instruments" that could be described in terms of a few
physiological and simple psychological properties. In the latter
case, the human actors were endowed with feelings and motives,
but relatively little attention was paid by their properties as
adaptive, reasoning beings. Our analysis of cognition fits into
the broader outline of organization theory not as a substitute
for, but as a supplement to, these earlier
approaches."

"Because there has been less concern with cognitive than
with other phenomena in organizations, the treatment of the
theory in the last two chapters has necessarily been more
fragmentary and less systematic that the analysis in the first
five chapters. In particular, empirical evidence of a reliable
and persuasive kind is almost nonexistent – a complaint we
have made throughout this volume, but which applies with special
force to the topic of cognition. Our labors in writing these
chapters will be more than repaid if they encourage others to
join in the task of replacing fancy with fact in understanding
the human mind and human behavior in an organizational
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