Desarrollo Organizacional e Inteligencia Organizacional. Bibliografía: "Trabajo en Grupos"

En algunos de nuestros Talleres, Cursos y Seminarios es
frecuente que surjan preguntas de participantes que ocupan
posiciones directivas y ejecutivas en corporaciones como asimismo
de propietarios – empresarios, que se relacionan con tratar
de "descubrir" cuales son los aspectos claves que deben tenerse
en cuenta para maximizar la eficiencia
organizacional.

Para ello tratamos de introducirlos en los esquemas que
tradicionalmente usan los investigadores y académicos
dentro de las Ciencias del
Comportamiento
en las Organizaciones,
que también intentan encontrar descubrimientos
donde:

a. se validan las hipótesis de otros investigadores,
practitioners y académicos "anteriores",

b. se trata de encontrar que validez puede llegar a
tener una hipótesis
"nueva" que ellos se han dedicado a investigar.

Bajo ambas propuestas es necesario que la persona que tiene
este tipo de curiosidad pueda definir claramente que es lo
más relevante en lo cual está interesado. Un
directivo corporativo puede estar interesado en aumentar la
utilidad de
la empresa y
que ésta se vea reflejada en dividendos para los
accionistas, y puede ser que otro directivo – incluso
dentro del mismo sector industrial – privilegie el desarrollo de
una vigorosa cultura
empresarial / organizacional.

Estas dos variables
distintas que le interesan a éstos directivos representan
lo que denominamos "variables dependientes". Es importante tener
en cuenta que en el transcurso de la vida de una empresa,
posiblemente los directivos tengan que privilegiar a estas dos
variables en dos momentos distintos; incluso pueden aparecer
otras variables dependientes como por ejemplo "la porción
del mercado" que
tiene la empresa respecto
de uno o varios de sus productos.

Ahora bien, el hecho de definir claramente la variable
dependiente es parte del trabajo y el "descubrimiento" importante
para estos directivos y empresarios – propietarios tiene
que ver con que es lo que causa o provoca cambios en esa variable
dependiente que se ha elegido. ¿Que es lo que queremos
decir con esto?

Debemos tener en cuenta ahora otras nuevas variables las
cuales asumimos impactan de alguna manera en nuestra variable
dependiente elegida. Estas variables que – supuestamente
tienen una relación causal con la variable dependiente
– reciben el nombre de "variables
independientes".

Por ejemplo, en el caso de la elección de la
variable dependiente a que hemos hecho mención más
arriba (aumentar la utilidad de la empresas y el
pago de dividendos a los accionistas), posiblemente el foco de
los directivos sea puesto en aumentar los ingresos por
ventas o
reducir los gastos, o
quizás tener en cuenta a ambos como principales variables
"independientes".

Por otro lado, en el caso de haber elegido como variable
dependiente llegar a desarrollar "una vigorosa cultura
empresarial / organizacional, posiblemente los esfuerzos de la
dirección y/o del propietario deban
orientarse hacia otros aspectos, como por ejemplo: motivación
del personal,
capacitación y entrenamiento,
análisis del sistema de
recompensas, desarrollo del trabajo en
equipo, mayor participación del personal en la
toma de
decisiones.

Estos otros aspectos que hemos mencionado se convierten
de ésta manera en las variables independientes para el
caso de que nos interese desarrollar una vigorosa
cultura.

Para aquellos interesados en profundizar más
sobre este tema podemos sugerirles acudir a nuestras
"Prácticas" donde a través de ejercitaciones de
distinto tipo, se desarrollan estas nuevas habilidades. Y luego
al poseerlas, han de estar en mejores condiciones de interpretar
los marcos teóricos y conceptuales de otros notables
expertos.

A través de nuestras intervenciones de Cambio
Organizacional hemos aprendido que los consultores muchas
veces subestimamos las capacidades de nuestros Clientes, en
especial cuando se trata de Empresarios que son Propietarios de
sus negocios. Uno
de mis hallazgos muestra evidencia
que una intervención puede iniciarse como resultado de que
es el Consultor el que comparte con el Propietario "lo que
harían distintos expertos notables" bajo la
situación que vive la empresa. Y los resultados nos han
mostrado que estos mismos propietarios han sido muy efectivos en
facilitar el proceso de
introducir Cambio
Organizacional como resultado de esta particular forma de
intervención organizacional (Congreso de Desarrollo
Organizacional; Argentina – 1999. Taller:
¿Pueden los Consultores compartir con los Clientes lo que
ellos como Consultores tienen en sus cabezas?).

Hasta aquí pareciera que el trabajo de
un directivo corporativo o de un empresario
– propietario no debería ser tan difícil.
Después de cierto tiempo cada
uno de ellos en base a su experiencia dentro de sus respectivas
empresas han de haber aprendido lo suficiente como para saber
cuales son las variables más independientes y en
qué medida debieran dosificar dosis para que cada una de
ellas tenga una mayor incidencia (positiva) sobre la variable
dependiente en que están interesados.

Pero surge algo que aquellos que están
familiarizados con las Ciencias del Comportamiento en las
Organizaciones reconocen como válido, pero que no
necesariamente lo reconoce el resto de las personas. No existe un
solo millonario en el planeta, ni tampoco una sola persona
exitosa, que no haya sabido interactuar con otros. Incluso los
artistas han tenido que "congeniar" con sus sponsors de turno, y
es posible que algún artista plástico y
algunos pocos más en el mundo hayan conseguido el éxito.
Pero resulta que los muy pocos que lo han alcanzado "sin otros"
en el caso de artistas plásticos,
su fama exitosa ha requerido de su muerte; son
"marchands" (muchos de ellos) los que usufructúan lo que
el artista ha producido.

Lo que estamos sugiriendo es que existe una nueva
variable pero que va más allá de la variable
dependiente que eligiéramos como más importante, y
también va más allá de las distintas
variables independientes que hemos "descubierto".

Se trata de una variable "interviniente" que
actúa como moderadora de la relación entre las
variables independientes descubiertas y nuestra variable
dependiente en la cual estamos poniendo foco. Al actuar la
variable interviniente como moderadora nos encontramos con una
situación particular que ya no resulta tan fácil de
manejar dentro del mundo de las empresas. ¿Y qué es
realmente una variable interviniente que influye moderando la
relación entre la variable independiente y la variable
dependiente? Ustedes se preguntarán: ¿Por
qué no lo explica de una manera más
simple?

Pues bien, tengamos en cuenta la siguiente
situación. En algunas pocas empresas y también en
muchos negocios nos encontramos con que se ha dispuesto tener
música
durante el horario de trabajo o el horario de atención a Clientes.

¿Cuál es la hipótesis general
respecto de ésta decisión que ha tomado el
directivo máximo? El directivo ha asumido que, en el caso
de una empresa, su personal ha de trabajar más eficazmente
si creamos un ambiente con
música mientras que en el caso de un negocio el supuesto
es que además del personal los Clientes también se
sienten mejor en el negocio cuando escuchan música. Algo
parecido sucede cuando los directivos corporativo o propietario
de un negocio deciden instalar equipos de aire
acondicionado; el supuesto básico es que ha de mejorar
el clima de la
empresa, la satisfacción de las personas y la
eficiencia.

Pues bien, esto no es siempre así. La intensidad
de la música – es decir el volumen –
puede influir sobre la supuesta relación unívoca
entre la variable independiente y la variable dependiente.
Resulta obvio que si la música es puesta a todo volumen
las personas no han de ser muy efectivas en su trabajo, y esto
también puede ser cierto si la música se encuentra
a niveles muy bajos. Existe lo que llamamos un término
"medio" donde SÍ encontramos que, a ciencia
cierta, existe una relación unívoca entre la
variable independiente (la música) y la
dependiente.

Lo mismo sucede con el aire
acondicionado pues instancias de intensidad muy bajas o muy altas
pueden producir efectos contrarios de lo que nosotros
esperamos.

En ambos casos, la intensidad de la música y la
intensidad de la temperatura
del equipo de aire acondicionado, ambos actúan como
variables intervinientes que se caracterizan por moderar la
relación entre la variable independiente y la
dependiente.

Algo similar ocurre con las distintas unidades de
análisis que tienen que ver con la marcha de las
organizaciones. Algunas cosas que hemos aprendido respecto del
comportamiento individual no resulta ser suficiente para manejar
eficientemente las empresas y organizaciones. Ha nacido todo un
cuerpo de conocimiento
que tiene que ver con temas relacionados con lo que llamamos la
segunda unidad de análisis: el grupo.

El individuo es
la primera unidad de análisis y la
organización es la tercera, pero el nexo entre ambas
se produce a través de la segunda unidad de
análisis que es el grupo. La actividad grupal altera
entonces las relaciones que nosotros podemos dar como
válidas cuando en nuestras cabezas (metafóricamente
hablando puesto que realmente es en nuestras mentes) tenemos
preferentemente a las personas y a la empresa.

La literatura en materia de
grupos dentro de las organizaciones cubre (como mínimo)
los siguientes aspectos:

– Que es realmente un Grupo

– Cómo se diferencia de un Equipo

– Lo que sucede diferencialmente como resultado de
grupos de a dos, de a tres, en grupos pequeños y en grupos
grandes

– Como se crean los grupos

– Proceso de formación de grupos

– Crecimiento de los grupos

– Las normativas formales en grupos

– La distribución de recursos en
grupos

– Aspectos funcionales – y disfuncionales – de los
grupos en crecimiento a tener en cuenta

– Funciones, roles
y posiciones de los ocupantes

– El papel del status dentro de los grupos

– El grupo en movimiento
(dinámica grupal)

– Los procesos de
facilitación de ideas en grupos

– Los procesos de implementación de ideas en
grupos

– La cohesión: su influencia en los
grupos.

– Aspectos funcionales y disfuncionales de la
cohesión

– Incorporando el riesgo en el
grupo de trabajo

– Como operan las fuerzas competitivas y
cooperativas

– El momento de terminación del grupo.

En un trabajo de campo realizado hace unos 10
años donde se han expuesto los puntos recientemente
mencionados con los expertos en la materia, nos hemos encontrado
que tanto los directivos y ejecutivos corporativos como
así también los propietarios de empresas,
desconocían en su inmensa mayoría a ambos: los
conocimientos y también a los autores de esos
conocimientos.

Hemos editado un trabajo sobre el comportamiento de
grupos en organizaciones y empresas para justamente poner a
disposición de los ejecutivos corporativos el
conocimiento sobre esta importante temática, el que
puede ser consultado por usted, estimado lector, en:
www.monografias.com

Y ahora, con el propósito de expandir aún
más los conocimientos y ponerlos a disposición de
ejecutivos y empresarios, estamos agregando al material en
Grupos, esta primer Bibliografía en español
sobre estos contenidos que son de vital importancia para poder crear
empresas y organizaciones efectivas y eficientes.

Las personas pueden ser exitosas practicando y a
través del extraordinario método de
aprendizaje
que es conocido como prueba y error se han hecho muchos avances.
Nosotros intentamos ir incluso un paso más allá y
agregar conocimientos de las distintas disciplinas para el mejor
logro práctico. Aunque suene paradójico, la
conquista espacial ha sido posible por el hecho de que existen en
los últimos 70 años ciertos conocimientos y
concepciones que permiten llevar a la práctica el
envío de una nave al espacio, y que ésta pueda
regresar con sus tripulantes. Solamente con la práctica,
hubiéramos tenido dificultades en alcanzar los logros
actuales en materia espacial.

Los empresarios y directivos corporativos cuenten ahora
con un cuerpo muy consistente de conceptos que le permiten contar
con un marco de referencia que le proporciona mayor seguridad en el
éxito de sus emprendimientos. No hacer uso de ellos, lleva
a los empresarios a lo que se conoce como "jugar en el Casino"
donde usualmente es el groupier – y no el que juega –
quién se lleva las ganancias.

Aceptamos con mucho gusto nuevas sugerencias sobre
materiales en
materia de esta temática de "Grupos en organizaciones /
empresas". Desde ya les damos la bienvenida y nuestro
agradecimiento.

Muchas gracias por compartir.

Bibliografía: "Grupos" en las
Organizaciones

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Agradeceremos a los lectores toda contribución y
aporte que puedan realizar a esta primer Bibliografía en
español, en materia del comportamiento de "Grupos en las
Organizaciones".

Desde ya les quedamos agradecidos.

Muchas gracias por compartir.

Eric Gaynor Butterfield

Presidente

The Organization Development Institute International,
Latinamerica

Board member of The Organization Development Institute
– Worldwide

Editado por The Organization Development Institute
International, Latinamerica – 2005.