Development of the dynamics capacity for the implementation of organizational change
Keywords:
Procedure for management of the organizational change, dynamic capacity, balance scorecardAbstract
The organizations develop in an environment that change quickly due to a two principals issues: the transformations of the economics and socials agents, and the competence activity and dynamism such as the technology development. In addition, the markets have changed considerably to turn increasingly wide and demanding, which exists determining the need of search and development of alternatives that allow the survival and later stability of the organizations. By this cause, this work takes as an aim to show a procedure for development to dynamic capacity to facilitate the organizational change. The methodology have five phases and 12 stages with strategy, systemic and process approach, elements that have not been treated in an integrating way in previous methodologies. It allows determine the issues need in the transformation of the organizations to reach the goal. It was validated in a Cuban hotel.
The issues for development the dynamic capacity and the adaption a change of environment for to improve the organizations was determined, those are: motivation and organizational climate, change resistance, design and the process integration, organizational culture and leadership. A continuous improve of the effectiveness of the process of the organizations was obtained. To do it an indicators set to evaluate the four perspectives of the balance scorecard was designed.
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